#workload

We do the same amount of labor work as the merchandisers

When I started here, I was always willing to jump in and help when someone needed coverage. I figured taking on extra work would show that I was dependable and committed. Instead, those temporary tasks slowly became part of my regular workload, with nothing taken off my plate. I've definitely stopped volunteering as much.

Not surprising, though. New people don't get trained properly, can't keep up, and run for the door before the three-month mark hits. When will they realize that training people properly will benefit both the company and those of us who won't have to neglect our own jobs to help them out.

Overworked teams, siloed decision making, two inept VPs. When will things change? These changes post re-org have made everyone feel miserable and the work has suffered.

If your role at Teradata got eliminated and you’re still convinced you were high-performing, the numbers kind of say otherwise. Companies don’t usually cut the people who are actually moving the needle on the stuff they care about most.

I’ve been a cloud engineer working on Vantage for a few years now, and honestly some of the best days I’ve had here were when we got a customer’s hybrid setup humming or watched an AI workload finally scale cleanly. The platform’s solid when you’re deep in it. That said, the company’s clearly doubling down on cloud ARR (up 8-9% last quarter, double-digit earlier, now about 45% of total ARR), expanding margins hard, raising EPS and free-cash-flow guidance, and putting real money into agentic AI, the Autonomous Knowledge Platform, hybrid setups, and AI Factory for the regulated crowd. Recurring revenue’s growing while they keep tightening the cost base and headcount.

The roles that weren’t tightly tied to that cloud + AI direction were the ones that got trimmed. It’s not personal drama or politics. It’s just the company showing, pretty clearly in the financials, what it values going forward.

The company is upside down. They look at numbers oppose to quality of client support and ability to decrease the workload. Company really should rethink the process and start RIFs from top to bottom. Way too many Leads, Sup, Manager, director positioned in terms of the acquired workload chain.

Realignment means layoffs approaching, they combine orgs to reduce headcount and give remaining employees (all 3 of them) all the work. God speed everyone!

Well looks like this is being expanded to personal lending. The email assured us this will not be used to evaluate individual performance. Sounds like complete BS to me. I’m in position where work isn’t always steady, comes in waves, one week slow, next one busy. I don’t think I like what this means for people like me.

Any experiences with this anyone would like to share?

I didn't take the VSP because I didn't have any other income or enough in my savings to last and that vsp money could only last so long. I didn't think I'd find a job by September as we all presumed initially everyone who took the vsp would be gone by then. The involuntary layoffs have already taken place on my team. I feel guilty that I dont feel more relieved than I thought I would. The environment has changed and it is not the same as it use to be. I am not optimistic at all about Centene's future. Not to mention that we will now be more overloaded with work than ever before for those left here. I naturally want to apply out but feel obligated to stay because that couldve been someone else's job. Anyone else relate?

I want to share something pretty simple that I think applies to all of us when we run into problems at work.

When something is frustrating you, there are really three productive choices: accept it, address it, or exit.

-> Accept it.
Not every problem is going to be fixed, and not every decision is going to go the way we want.

-> Address it.
If something genuinely needs to change, then bring it forward . AND come ready to help solve it.

-> Exit.
And sometimes, the reality is that the job, the environment, or the way the company operates just isn’t right for someone anymore.\

Anyone in delivery being told to log only 40 hours in SAP regardless of what they worked? That reeks of corruption. Counter it with comp time, they said, while barking that deliverables aren’t being met. What a joke!!!

I remember someone here posted how they were overwhelmed and got a few back ups to help with their tasks and it was great.

Im overwhelmed, voiced opinion to manager and now I’m in a position to get help from other employees (off shore) that I will train…and I’m wondering if training them on this would be me pretty much me training them to take over my job… sadly

Has anyone had stories like this? Did it work out for you?

I was informed of my fate yesterday.

Like the two previous OPs, I work in IT. I have been here a long time. I am being told I will have two years of employment.

I will not be working very hard. I will finish my new certification goals. I will get more out of India then India gets out of me. I will use this to my advantage. I will prevail.

I will defeat the Borg.

I’m sure I’m not the only one feeling this way but it was a huge mistake to do the VSP in the middle of a system migration. Every single day I am dealing with migration issues, I cannot get my ‘regular’ work done, and clients are losing patience…understandably so. I don’t get the feeling that this is going to be over anytime soon.

Stay at PayPal and watch the environment get worse, workload piling up, morale tanking, and layoffs happening and more always looming. Or leave and step into the unknown, hoping the next place isn't the same circus. It's a lose-lose. But staying feels like losing slower, and I'm not sure that's better.

Been noticing that entire teams have disappeared and replaced by an AI Jira agent. Which means the work usually taken care of by that team is now my responsibility. How am I supposed to be efficient if I am a single person doing HR work, IT work and then my core work?

Lost another team member in TX today in Tech. wonder how many more today across and what sites? Do more with less!

This is the only place I've worked where tenure is a disadvantage. New people get attention, praise, and opportunity, while most of long-timers get ignored, overloaded, and quietly pushed aside. The loyalty that used to mean something now feels like a trap.

Low performers get lower expectations and less work. High performers get dumped on. The raises are basically the same. And it keeps happening.

If anyone asks what I dislike about my role here, it’s definitely the massive caseload. Every time it comes up, management just says it's because of our "contract obligations." Honestly, I don't get why they can't just hire more people to offset the workload instead of burning everyone out. What do you dislike about you role?

What on earth is going on with this new thought that everyone has to now partner with everyone else, partner with colleagues, their own team members, partner across teams, own areas and partner with similar areas across multiple teams and think about partnering with a view across teams we don’t usually work directly with across Cisco . It was hard enough having a few focus areas but this sounds like a a complete nightmare to manage and I fear it’s going to be hard on already strapped employees after all the recent. LRs!

Fidelity has ended hybrid work. 75,000 employees now expected to be in the office 5 days per week

JPM, Goldman, BofA, Morgan Stanley, PNC and Trust have all moved to 5 day mandates in the past year.

Maybe this can put a 4-1 mandate into perspective.

How many people at TR have already silently quit? The amount of people who do absolutely nothing is amazing. I personally know of 2 people who are double dipping—been working another full time job for months whilst still collecting a TR paycheck. There are probably many, many more people doing this as well!

There is a unique kind of professional dread that comes with sitting in a mandatory weekly roundtable for a company with no remaining backlog. Being asked what are you working on when the answer is effectively nothing, because we are sitting ducks turns corporate communication into pure performance art. It highlights a painful gap in leadership when routine replaces reality, forcing employees to invent micro-tasks just to fill the silence.

I am curious about was the LR and pressure is in this sub org on sbg

This is more or less just to vent, but I’m tired of the “do more with less” attitude here. I know I’m not the only one whose team has been expected to take on more work with less resources, make sense of vague information from leadership, all with no title changes or pay increases.
I’m categorized as a “high performer”, but I’m burning out and losing my will to care. I’m actively looking for a new job, but it’s a struggle to look for something on top of my workload. I don’t know if anyone else feels the same.

Hey bootlickers! Please stop monitoring where everyone sits. Someone reported me that I'm working from the cafeteria. Hey MF you obviously have ZERO work to do to care that much. Joke is in you, my manager don't even care where I sit. And yes I'm gonna sit by the snacks, the sun, away from you. WTF this place is he-l.

What’s happening with UHC Texas C&S, specifically service coordinators? They aren’t laying off, but they are shrinking numbers drastically through natural attrition. After 1% across the board raises for even 4s and 5s, they immediately quit backfilling spots when people leave, resulting in low pay increases coupled with high increases in workload. Our caseloads have increased drastically and we are nowfalling behind and not meeting members needs the way we should be. Everyone is discouraged and most people are looking at leaving soon. It takes months to onboard and train new SCs to the point they can take on a full caseload, but they still haven’t hiring. It’s the members that suffer the most. Turnover has been accelerating since everyone is overworked and underpaid and many people have left. In my service area we’ve probably lost a quarter to a third of our nurses this year. At the same time we are getting emails saying the company is doing well….

The workload keeps growing, and the support keeps shrinking. I haven't seen a single meaningful change that would improve things in years. How are we supposed to keep working when we're all literally burning the candle at both ends?

I’m part of the first group and my PL seemed very stressed out about that. said they wished I was staying longer.

my thing is I am done. my PL has piled on more work for me while allowing pi-s poor performance from others (and I have been doing their jobs for the last three years).

I have listened to my PL give every excuse under the sun as to why others can’t do better, including the fact that I can do the work faster and with high accuracy… so?

I know this is not a unique circumstance and high performers are usually given more work while others continue to coast. I’m beyond burnt out and exhausted.

I’m so anxious about them prolonging my departure instead of putting responsibilities where they belong, back to the people whose job it is. my actual responsibilities can easily be distributed, the work I do is not that complex.

the difference with my colleagues covering my work is I won’t be here. I covered theirs while they whined and complained about every. little. thing. they sat and got paid. I did it all. I’m done.

https://www.cnbc.com/2025/10/01/ghost-growth-is-frustrating-and-burning-out-workers-says-new-report.html

there are five extended separation dates according to the updated FAQ:

• December 2026
• March 2027
• May 2027
• August 2027
• November 2027

the FAQ details how extended separation dates would impact severance benefits... but being asked to stay until November 2027 is just wild AF to me. my limit is December 2026 and that's pushing it, 'cause I'm over it.

In the last three months we have been paid late once & have had our pensions messed up. Colleagues are leaving on mass, nobody is being replaced, we are expected to do more work without any benefits or reward and some colleagues are overloaded with that much work I’m surprised they haven’t left already. The company is a disgrace from top to bottom & the wage I receive with the responsibilities I / we is nothing short of scandalous. If you do a good job you get penalised & can’t pursue other opportunities, I have the mind to stop all my extra clearances & do the bare minimum. I used to enjoy working for DXC but every week gets worse, it genuinely feels like he-l, and the day I leave this torrid company will be the best day of my working life by far. I know that the majority of my colleagues are seeking new jobs & hopefully a load of us leave at once leaving a massive mess & for the system to collapse. If you are thinking of working for DXC don’t plan to stay here for more than two or three years otherwise it will become utterly unbearable & you will hate every single day.

What job should I go for next? One in a supermarket or a bin man? I’ll get paid more either way, I’ll have less responsibilities & I won’t be at risking of going to prison if I mess up.

A lot of struggle these days in the IBM Expert Labs organization. Work is less and less every year, it does not seem like they will survive another year.

Comments?

All PE in IT should stop doing grade 5 and 6 assignment. Have every PE provide their top 3 project. Take projects away and assign them to a Grade 7. If the Grade 7 executes, the PE gets BE. Most India worker better than American PE.

What do we think is next? Stocks haven’t gone up, there’s a million and one projects in connected care that don’t seem to be going anywhere. Is the sweet release of severance awaiting any of us?

Question for HouseCalls APCs — how’s everyone’s schedule looking for August and September? Curious if others are noticing a pattern of unusually few visits scheduled starting mid-August onward.

I've been at the bank long enough, and in enough different roles, to finally understand how the place actually rewards performance.

The reward for hard work isn't recognition. It isn't career growth. It isn't additional compensation. It's more work.

Not just any work, either. You get handed the complex, politically sensitive, high-risk initiatives that everyone else has quietly managed to avoid. The kind of work where failure has consequences, success is expected, and if you somehow pull it off, leadership thanks you by immediately assigning you the next impossible project.

Competence isn't rewarded here, it's exploited.

The irony is that the less capable you appear to be, the less you're expected to do. People who consistently fail to deliver, miss deadlines, or spend more time trying to hand off work than actually completing it somehow develop an impressive track record of failing upward. They become experts at managing perception instead of outcomes, while the people actually producing results are too busy carrying the organization to spend time marketing themselves.

Then there are the teams that seem to have won the organizational lottery. Small teams. Clearly defined responsibilities. Minimal scope creep. Leadership that actually protects their capacity instead of treating it like a public utility. Flexible delivery timelines. Dedicated administrative support. They get measured on exactly what they signed up to do.

The rest of us? Apparently our job description is simply "everything else." Need another critical program? Give it to the team that's already drowning. Another governance function? They'll figure it out. Production support? Add it. Executive requests? Sure. Regulatory deadlines? Why not? Twenty-four-hour operational oversight? Of course. After all, they've always found a way before.

Then leadership has the audacity to act surprised when capacity becomes an issue. The best part is pretending this is all accidental. It isn't.

Leadership has the reporting. They have the staffing numbers. They have the capacity plans. They sit through prioritization meetings. They review resource models. They approve organizational structures. They know exactly which teams have half the support and two or three times the responsibility. They know which groups are expected to supervise critical operations 24 hours a day, 365 days a year while simultaneously delivering strategic initiatives.

They're not uninformed. They're informed enough to know exactly what's happening and comfortable enough to let it continue. When you escalate the issue, you get the standard corporate script.

"Prioritize better."

"Focus on the highest-value work."

"Be more strategic."

"Challenge your assumptions."

As if no one has ever considered making a priority list.

You can spend weeks documenting workload, mapping every deliverable, demonstrating capacity with actual data, and proving mathematically that there aren't enough hours or people to accomplish everything being demanded. The response?

"We understand."

Translation: We have no intention of changing anything, but we'd appreciate it if you'd continue accomplishing the impossible so we don't have to explain the problem to someone above us.

The most frustrating part is that leadership often mistakes resilience for excess capacity. Every time a team sacrifices nights, weekends, vacations, morale, or retention to somehow meet another impossible deadline, leadership congratulates themselves on successful planning instead of recognizing they've just normalized another unsustainable expectation.

And so the cycle continues.

The competent become the organizational pack mules, carrying increasingly impossible loads because they've demonstrated they can survive them. The underperformers continue to enjoy manageable expectations because no one expects much from them anyway. Meanwhile, leadership points to another successful delivery as proof that the current operating model works, blissfully ignoring that it only works because a handful of people refuse to let the wheels come off.

At some point, you realize the system isn't broken.

It's functioning exactly as leadership designed it.
The people doing the work absorb the cost.
Leadership gets the credit.

And every year, everyone wonders why the people capable of carrying the organization eventually stop volunteering to do it.

They can't lay me off without severance, so they're making me want to quit instead. That's the only conclusion I can make after my workload got cut to nothing, my meetings disappeared, and my manager stopped including me in planning. I guess they're hoping I'll eventually crack and submit my resignation. Or they'll try to fire me. Whatever it is, I'm definitely not going to do them any favors and walk away on my own. They have no idea how stubborn I can get.