Thread regarding Verizon Communications Inc. layoffs

@OP Don't be fooled by the recent message - I doubt it's solely about their concern for our well being, but more likely the impact that carrying 175% accrual of vacation days has on EPS which, from a reporting perspective, can have a negative impact on net income. Either that, or, as someone else mentioned, they may be anticipating a possible strike and want management to use as much of their vacation days before the union contracts expire. Either way, I imagine all of this plays into the bigger "Org" picture for 2026.

Apparently, this was a primer for the announcement that vacation accrual limits are going back to 150%

It is unbelievable the amount of incompetent in leadership this Co has right now, so many meaningless reorganization, joining teams together that have nothing to do with each other, moving directors around like a ping pong ball, placing them in orgs that know nothing about and everything resulting in utter chaos, it is a chit show and sad to see the decay of a once solid company, instead of focusing of making the business more efficient, innovate...not follow...concentrate in our strengths and reinforce not to weaken the morality and impact our business processes. Geeeezzz this is not looking good after all...it's all about optics...get pay while you can and enjoy the ride

Hey, lets do another PULSE survey, THAT will save us!! Lets be experts at pretending instead of innovating..!

Sam’s finance lead is the poster child for not only burning out employees with relentless firedrills, but also pitting them against other teams so nobody ever feels safe. Yet nothing is done to protect employees from powerful legacy leadership. Thanks for the vacation selfie I guess. Very inspiring.

@a5

She brought nothing then. And she brings nothing now.

HR at Verizon was — and still is — a non-functioning organization. It doesn’t advocate for employees. It doesn’t reinforce leadership accountability. It doesn’t design for sustainability. It exists to manage liability, protect optics, and recycle empty language about resilience and transformation.

During critical periods of restructuring, burnout, and cultural erosion, the Chief HR Officer has remained silent — offering no real intervention, no strategy, no spine.

If HR is supposed to be the conscience of the company, then Verizon has been operating without one for years.

It was a useless organization.
And it still is.

@dt

In an organization strained by constant restructuring and morale erosion, the CHRO should be front and center — not hidden behind HR comms and quarterly culture campaigns.

If Verizon’s middle managers are quietly burning out, shouldn’t the top of HR be doing more than just pushing playbooks and wellness slogans?

We don’t need more LinkedIn posts about “listening sessions.” We need real, embedded leadership — someone who doesn’t just talk about resilience but actually architects support systems, strategic workforce planning, and true organizational advocacy.

If the CHRO’s only visible contribution is branding HR as a support function while employees quietly disengage — then it’s time to ask: is this role driving the business forward, or just decorating it?

Nobody says one word about the insane pressure put on middle managers to cover while their team is on vacation or leave either. Everyone talks about the great benefits while completely ignoring the people left to do multiple jobs by themselves for months through endless reorgs and chaos. The burnout in middle management is prevalent, ignored by upper leadership, and ultimately frowned upon to do anything but say yes to unrealistic expectations.

Dusting off the "rest" requests from CON-vid19 is a blast, isn't it? The last HR Veep, left town to go back to California, disgusted with the corporate culture and landed at Intel.
The current HR Veep must have gotten into the files left from last time and was kind enough to recycle.
Thanks Sammy, here's 25,000 VZ shares

@OP

The post already lays out the contradiction—Verizon asks employees to “model rest” in a system that penalizes recovery. What’s missing from the conversation is this: these conditions aren’t incidental. They’re a feature of leadership design, not a failure of execution.

This is a company that behaves like a Titan in the market, but a Dinosaur in its operating model—massive in reach, yet structurally incapable of adapting to the workforce reality it created.

Here’s the executive playbook in practice:
• Push out 10,000+ employees, then ask survivors to “prioritize well-being.”
• Centralize decision-making layers, then offload delivery risk to frontline teams.
• Maintain optics of agility and inclusion while quietly collapsing roles, DEI targets, and career pathways.

There’s no mystery here. Burnout isn’t a bug, it’s the inevitable byproduct of cost-containment disguised as transformation.

So when HR posts about “real breaks,” it’s not just out of touch—it’s a reputational shield. A leadership class managing culture through comms, while leaving the structure untouched.

Until Verizon’s senior leadership is willing to audit its own accountability—not just employee output—no wellness narrative will fix the dissonance. The business still prints cash. But if the talent engine keeps degrading, it’s just a slow bleed toward irrelevance.

Even new hire union folk have quit

Never before had I seen the unbelievable amount of churn and turnover as I saw within Verizon, Burnout seemed to be the common recipe -- baked into the various roles I saw within the company. I lost count of how many peers/ colleagues came and went and were soon replaced with "newbies" who had no idea what they had gotten themselves into. Overwhelmed was the common theme. Sounds like it hasn't changed since ....