Thread regarding CDK Global Inc. layoffs

@a9g7 "I don't have enough reserves or financial insight to take care of my family in such a way that I won't stress if salary is paid on the last day it's allowed and therefore you are wrong" is some next level copium if ever I saw any.

Maybe move out of the capital if you can't afford to live there ;)

I don’t work for the company any longer, but do know that if the salary is paid late, you can i many European countries from day one, demand “Interest on late payment of wages” from your employer, in this case Keyloop. If you all run it as individual cases, HR and Finance will have to work for their money :)

These recent condescending comments are typical of the UK HR department, which normally target associates. What a bunch of sad, pathetic losers who think they are special. In reality, they are just a bunch of bullies who need to be brought down a peg or two.

@a9kh
25th of month or last working day before 25th , if it falls on a weekend, is very common. People set up mortgage payment dates etc. based on this date.

Maybe it's a cultural thing but in the UK you don't expect to be paid on any day other than pay day

@a9g0 You cannot be serious.

You are defending a company with no bonus and no merit increase this year that pays on the last possible day, and you think you are in a position to lecture other people about their budgets? I honestly don't know what to say to that.

And for the record, I never said the pay was late. I said it arrived days later than people were used to, and that noticing this isn't a failure to budget. People have rent, mortgages and bills that don't adjust to an employer's schedule. Calling that financial stupidity shows how out of touch with reality you are.

My household budget is fine. The problem isn't there.

Honestly, you are so far removed from reality that I don't see how this can be repaired, and I'm not going to try. This is my last reply, and any further messages on this will go unanswered.

@a9f0 I just don't like working around people who go on and on about being empathic, yet can't even manage a household budget. If you can't even get that right, how can I feel comfortable sharing much more important responsibilities with you?

@a9ec Wow, thank you. Decades of financial wisdom, delivered for free. So everyone who notices whether pay arrives on day X or Y is clearly just bad with money. Of course. Because nobody who is responsible has ever been hit by rent, mortgage rates or prices that climb faster than their salary. Surely someone as sharp as you understands that personal circumstances exist, and just chose not to mention it.

And yes, I'm well aware of the pay calendars. Keyloop isn't the only company that shares one with its employees, so thanks for the explanation, but it doesn't change the fact that the money landed in people's accounts days later than usual. I know that's hard to grasp for someone as empathetic as you.

"I'm smarter than you, therefore you're stupid" has become the house style here. It's not a good look, and it's not a substitute for an answer.

And if you know which office this is about, there are exactly two candidates: HR or Finance. The two teams who know best that pay isn't what it was a few years ago. Mocking the people who feel it only confirms the problem is real.

Don't worry about us, though. I'm already looking at greener grass elsewhere. When the standard response to people who are struggling is ridicule instead of interest, leaving starts to look like the sensible budgeting decision.

@a8y9 @a8yr
Being paid on time is a weird thing to complain about, which is why nobody is. Salaries that used to land days early now arrive on the very last permitted day, while we're asked to aim for the stars and go above and beyond. Funny how the effort only seems to be expected in one direction.

As for who I am, by all means have a go at finding out. You'd discover rather a lot of colleagues in the office equally fed up with the wait, which would be quite amusing. And if you know which office we're talking about, I assume that means you're from HR? Just a hunch. Judging by the replies here, HR seems keener on laughing at the problem than on fixing it.

Anybody received their Keyloop advent calendar for December yet? A surprise behind each door awaits.

@a8xb first world problems….get a grip!! Move your bill payment dates and get off your high horse (oh sorry, pony!!!!)

Keyloop wants to do more with less. They are cutting staff numbers month by month to lower headcount costs, while completely freezing pay rises and bonuses. Despite having fewer people, everyone is still expected to pack an impossible amount of work into a normal shift, and then stay late to work overtime for free out of 'loyalty' to the company.
When you calculate the sheer number of uncompensated hours people are actually putting in, Keyloop is essentially paying staff below the minimum wage. Management seems to be waiting for someone to have a work-induced nervous breakdown before HR finally wakes up and acknowledges how toxic and unsustainable this environment has become.

@a90r Rumour has it that Keyloop had been paying less than minimum wage to some of it's workers. Yes people are poor in more ways than one

Getting paid on time is a bit of a weird thing to complain about

@a8xb Mr. Lebowski, You know there is a public document on sharepoint that everyone can see where the payroll cutoff dates are listed per country right? Now that I know in which office you work, I wonder who you are :)

I really hope more people go down the route which KJ did. It's criminal the way Keyloop are behaving and have behaved

@a8wz That explains why Keyloop now hires almost exclusively women and throws a lot of money at the “empowerment movement”—so they can never be accused of discrimination?
A smart move by the otherwise not-so-smart HR department.

Good news: we got paid on time!
Bad news: the money was released on the very last day. Again.
Nothing says "we value our people" like making them refresh their banking app and wonder whether rent will go out this month. Apparently "on time" now means "technically not late".
Everyone has bills, and they don't wait for the last-minute scramble. Maybe next month someone could release payroll before the deadline instead of at it?
Just a thought.

ACAS = Advisory, Conciliation and Arbitration Service

You would have to go via ACAS before you were to go down this route

https://www.gov.uk/employment-tribunal-decisions/mrs-k-jarvis-v-keyloop-uk-ltd-and-mr-t-kilroy-3305333-slash-2024

@a72a what does logging a case with ACAS mean? Im one of the many who got laid off late sept

Perhaps has a talent with golf ball and hose pipe?

It’s heartwarming to see that while we sit here awaiting another firing squad that our fantastic VP of Global Engagement is still swanning around, wasting money and lording it up at pointless networking events. Posting photo after photo on socials and having a great time contributing absolutely nothing. She has the moral compass of a serial ki-ler. Award season next to look forward to, new dress, drinks, food and lose party 🎉. Before you start the s-xism angle I am a fellow female employee but difference is I can see the damage of her actions to my hard working committed colleagues awaiting a scary future.

As long as you are not looking at recruiting any Keyloop HR personnel or KLT/SLT members

Since Keyloop is in the process of winding down its business, we at Klipboard are expanding ours.
You’re welcome to apply for a job—both the positions that are posted and those that aren’t. If you’re not sure who to contact, ask one of your more experienced colleagues.

@a8m3 I'll go a bit further, and I'm sorry to be the bearer of bad news. This isn't going to be done and dusted by the new year. Headcount cuts will carry on right through 2027, and I don't mean the odd one or two people being let go here and there. There's more to come, and even the functions that feel safe now won't be next year.
And just because your function has already been through restructuring and offshoring doesn't mean they aren't thinking about, and planning, the next wave. Expect more office closures too, and pulling out of countries with low employee numbers.
The reality is Keyloop needs to save every penny it can to paper over how bad the results actually are, and headcount is the easiest place to do it. I wouldn't hold your breath for a bonus, and merit may well only be for the hub locations.
For the fainthearted among you, my advice would be to start looking elsewhere now. For those with stronger nerves, it may be worth sitting tight for an exit package, but only if you're in a country where employment law actually has teeth. Otherwise you could end up with a pretty poor package and a sluggish job market to contend with.

CE was only the kick-off. Other functions have already begun, albeit rather more discreetly, and Product and Engineering are now being restructured and offshored as well. If you assumed CE was the only function affected, you may find yourselves somewhat disappointed. The changes will arrive in waves, and some of you might well receive an invitation before Christmas.

I advise everyone during that meeting to ask how it feels to have taken a market-leading company to lead it to be the market joke?

Amit probably said what we all already know. We are all looking at a restructure again imminently. As with the pattern in which the leadership team works. Expect a calendar invite in your inbox just after the Christmas break.

@a860 Keyloop rely too much on AI you say? Funny that you’ve used it yourself to provide this diatribe.

The ELT have no intention of making anything better, only scraping and selling fast so that they can liquidate their shares.

They don’t listen to anyone with any expertise, they don’t want to hear what will work because it means investing in people and they made it clear people weren’t a priority the minute the HR leadership got replaced and the existing team began to be ripped apart.

Honestly save your thoughts on this and find a job where the leadership give a hoot.

Did he. What did amit actually say?

Amit mentioned imminent job cuts in the Engineering Townhall - anybidy got any further detail?

@a86y I'm sure you have a face for Radio rather than TV.

Not sure why we need to comment on peoples appearances

Slightly off topic and just an observation, but the CRO(w) is looking a bit rough lately. Is it really that bad bringing in revenue nowadays to the business?

Hopefully opening up a meaningful discusion and not a festival of whinging - not that anyone will listen. Never seen a buisness being so damaged by a lack of investment in its people, product and customer - its core repsonsbility!

• Targets & Compensation Impact
• The Issue: Ambiguity and "subliminal messaging" regarding frozen merit increases and bonuses are tanking morale. Overwork is a constant theme in team meetings and engagement surveys. Combined with a lack of financial reward, productivity has dropped over the last two years. The business risks a mass exodus of the remaining skilled staff who survived recent layoffs.
• How it should be done: Be transparent. Leadership already knows if bonuses will be paid out—tell the staff directly so they can make fully informed decisions about their future. If cash is genuinely restricted, introduce non-monetary retention hooks like extra paid time off (PTO) or formal, written commitments to review compensation the moment core metrics stabilize. Protect remaining institutional knowledge over short-term budget cuts, and introduce clear, short-term performance milestones tied to smaller, guaranteed spot bonuses.
• The Eastern Mountain Initiative & Product Launches
• The Issue: Launching unstable or incomplete major products (like SH and AQ) causes immediate operational chaos and spikes support volumes. This issue extends down to individual client rollouts, where we frequently give in to a customer's demand to go live, only for them to complain when it inevitably breaks.
• How it should be done: Implement a strict, non-negotiable "Quality Gate" framework for all internal and client-facing product rollouts. If a product does not meet baseline stability metrics in staging, the launch must be delayed—even if the customer is pushing for it. Our job is to protect the customer from a bad experience by having the courage to say, "No, we are not happy to go live yet." Establish a formal sign-off process where the support delivery team has the power to veto or pause a release if it poses a high risk.
• Prioritisation & Resource Capacity (Note to ELT)
• The Issue: An expanding priority list combined with a shrinking workforce has left teams severely overburdened, resulting in a breaking point where nothing is executed effectively.
• How it should be done: Apply a strict "Ruthless Prioritisation" matrix across the entire business—including priority customers, management focus, sales, and development teams. Limit the company to three core initiatives per quarter. If a new priority is added, an existing one must be explicitly dropped or paused. Project timelines must be mapped realistically against the current reduced headcount, rather than acting on past staffing levels.
• Executing True Customer Obsession
• The Issue: The current definition of customer obsession overlooks the absolute baseline requirements: employee morale, psychological safety, and product stability.
• How it should be done: Reframe the "Customer Obsessed" mission to focus internally first. Leadership must stabilize the base product code and issue an internal 12-month moratorium on restructures to restore employee psychological safety. Happy, secure staff naturally deliver a better customer experience. Furthermore, the hard work that secured leadership bonuses deserves to be rewarded with actual pay rises.
• Balanced AI Integration
• The Issue: An over-reliance on AI tools as a cheap replacement for human expertise is resulting in bad advice being delivered directly to customers.
• How it should be done: Shift AI's role from a customer-facing responder to a back-end assistant for human agents. Use AI to surface knowledge base articles and draft templates, but keep a qualified human agent firmly in the loop to verify accuracy before anything reaches a client. Leadership must abandon the false belief that anyone can work in support as long as they have an AI tool.
• Ease of Doing Business & Capacity Limits
• The Issue: Business Units are too swamped to handle direct human interactions, making the company incredibly difficult to do business with.
• How it should be done: Introduce a shared-services routing model or dedicated "triage desks" within the BUs. Protect employee deep-work schedules by setting dedicated hours for customer calls, ensuring customers get focused attention without completely paralyzing daily operations.
• Accountability vs. Subject Matter Expertise
• The Issue: Forcing staff to deal with everything—from basic support and deep technical infrastructure issues to sales queries—frustrates customers and burns out the frontline. Support has become an accidental pathway to Account Managers and Sales Ops, and vice versa.
• How it should be done: Build a seamless, warm-handoff escalation pathway. Customers should be routed directly to the appropriate level of expertise based on keywords at the point of intake. Create an internally published, clearly defined list of responsibilities specifying exactly who deals with what. This avoids the current problem where routing relies entirely on "who you know," only to find that person has suddenly left the business.
• Onboarding the New CE Head
• The Issue: Historical data suggests the incoming leader's playbook relies heavily on high-turnover restructures and shifting priorities, which will break the current fragile team.
• How it should be done: The ELT must explicitly mandate that the new CE Head spend their first 60 days strictly in a "listening and learning" phase, with a total freeze on structural changes. Their core KPIs for the first year must be tied directly to employee retention and reducing customer wait times. This will force them to adapt their strategy to support and stabilize the existing team while actively defending staff from poor product releases.

📋 Summary for Leadership

The overarching theme of this feedback is a severe mismatch between management's expectations and reality. Heavy layoffs and hiring freezes have left shrinking, exhausted teams struggling under an ever-growing list of "priorities." At the same time, product stability is being compromised by rushing unready software to market, and an over-reliance on AI is actively harming customer advice.
To prevent a massive loss of remaining talent and restore client trust, leadership needs to pivot immediately to an internal-first stabilization strategy:

1. Radical Transparency: Clear the air by being completely honest about compensation and bonus structures.
2. Quality Gates: Give engineering and support teams the authority to halt unstable product rollouts, even when clients or sales targets push for a go-live date.
3. Operational Discipline: Limit the business to a maximum of three core priorities per quarter, freeze all restructures for 12 months, and establish a clear, structured internal routing directory so employees are no longer swamped by tasks outside their expertise.

Makes you laugth, lets move data from our own data centres into the private cloud which in reality is just data centres in Slough and London, and then you get a town hall where its all wonderful, my ar-e, bet the christmas will be well attended

@a7ys what's happened now?

Bunch of Cun7s.
I'm sorry but nothing else describes what is going on.

The usual wank3rs are normalising this sh1t

@a7x8

transferring staff to third party owners is very definate statement and not based on feedback from glassdoor etc - no one has been tarnbsferred to a 3rd party and this makes no sense at all.
Please stick to known fact - people you know still work in this he-l hole and deserve to not have additional worry caused by supposition and conspiracy theory.

Based on recent activity and colleague feedback, anything is possible and plausible. Just ask those who have whitnessed it for themselves. Glassdoor and other review sites report what is happening

@a7sk

and this is based on what? fact or a theory - if fact how do you know this as it sounds far fetched.
This doesnt play into the FP way of working as shcoking as it may be