Why do we keep hiring the same people we let go of, hoping for a different outcome?
Last year, we rehired the same people we had let go from the company within 3 months. If they are really good, why not keep them in the first place? Is leadership not putting any thought behind who needs to stay and who needs to go?
This process needs to be merit-based, and the folks letting go should not be hired back for at least 1 year.
6 replies (most recent on top)
Because the people laid off have nothing to do with their talent and skill it’s a numbers game and they got caught in the crossfire
Some of our best talent got laid off and went to Adi, and are now fueling their success.
While I don't agree with a lot of the decisions, there was definitely way more thought put behind this layoff than the last big one under JD. They specifically targeted certain types of management if you look across the effected workers, it's pretty obvious. Last layoff felt more like 10% of each org type layoff, this one was extremely targetted. Not based on how well you did your job, but how relevant your work is to Nike's new goals.
@az I can confirm this.
@OP Leadership isn't putting thought behind who needs to stay and who needs to go, because in most cases leadership isn't involved or even consulted in the decision. I know many who were let go against the expressed wishes or without the knowledge of their supervisors, including Sr. Dirs and VPs.
Sadly, cuts are made based on numbers on a spreadsheet, without consideration for human impact or business processes. The few cases where "leadership" does get involved are when they offer someone up to the meat grinder so they can clear out people they don't like.
It's all pretty irrational and inhumane which is why, despite all the bad that comes with it, I now consider myself lucky to have been involuntarily retired.
The problem is bottom-feeders like you-loud, lazy, and deluded enough to think your worthless opinions matter. You contribute nothing, slow everyone down, and act like you're some misunderstood genius instead of the dead weight you actually are. You're not underappreciated-you're just unnecessary.
It’s the other way around. Dont hire too fast. Take time to approve and assess positions.
Keep stability with teams. Fail fast doesnt work for big organizations. Startups are different. If you fly a 777 like you fly a F-18 hornet, guess where you end up?, in the ditch. 777 needs advanced planning, minor control inputs only. Not hasty fu--ing pulling the stick 180, in the name of change. Thats called Bull in china shop. As well oust that kinda thoughtless leaders.