Thread regarding Medical Solutions layoffs

All the posts on this thread of anonymous positivity are meant to further push down the comments about the cruelty that MS displayed when they laid off hundreds of “valued” employees. Its their PR team, whose also deleted their TikTok, entirely turned off posts on their FB, are threatening current employees. They are telling people to report everything to A.I. probably in an effort to sue for damages (as if they haven’t caused enough). Mods need to delete these attempts to have victimized employees voices silenced!

Oh good. A motivational message bot has joined the discussion.

Wave goodbye to the unfortunate event and welcome the new opportunities you are open to right now. A new job and a lot of success are waiting for you out there.

A challenge like this arises in everyone’s career; it is important not to give up and keep fighting; you will soon achieve the success you were born to achieve.

If all misfortunes were laid in one common heap whence everyone must take an equal portion, most people would be contented to take their own and depart.
— Socrates

They called me “The Terminator.” And one day, I too, was terminated. I had been a Human Resources leader, advising management as we terminated the employment of numerous employees during my years at the hospital where I worked. In other words, we fired these employees. One of my coworkers had jokingly called me “The Terminator,” and it stuck in my department.

While I never relished taking away another person’s job, I usually slept well at night. I could rationalize the firings. Usually, these employees had been given repeated chances to turn around the issues that were causing serious concern: severe mistakes, inappropriate behavior toward others, or other ongoing policy violations. Most employees were never in danger of being fired. Often, they received a verbal warning from their manager, and they got back on track. Some needed a second warning—this time in writing— but then “got it” and returned to being professional citizens who did their jobs capably.

As for those who marched down the path toward termination, I was usually empathetic with their plight, but realized that we (the company, their manager, and I) were doing the right thing. After all, the employee who was about to be fired had failed to improve. In cases of misconduct, it was usually intentional and repeated behavior, such as yelling at customers or repeatedly arriving late to work.

For those with performance issues, it was sad to have to take away their jobs. Yet, it was often a relief for these folks. They had received multiple warnings that if they didn’t improve, their job was in jeopardy. They knew that further serious mistakes could cost them their job, and were often working with the fear of being summoned to the manager’s office. They were waiting, inexorably, for that final domino to fall, yet praying their mistakes wouldn’t get caught. When they were finally let go, the wait was over. The fear of termination was gone. They were given a nudge to find a job elsewhere—hopefully one where they’d be more successful.

In many of these cases, we arrived at a mutual agreement with these employees whereby they were able to resign instead of being terminated. They would get some pay to leave (a few weeks to a few months), a neutral reference if future prospective employers did a reference check, and our agreement not to contest their unemployment benefits if they applied for them. These conversations were often difficult, but necessary for both the employer and employee as they severed their relationship and moved forward without each other. Ideally, the now-former employee could leave with their pride and dignity intact. Such a conversation, done well, would reduce the likelihood that the employee would file a lawsuit, grievance, or EEOC complaint.

I had little sympathy, however, for those whose violations were so egregious that they were terminated upon the first offense. For those caught stealing objects or time (falsifying time records), punching coworkers, or endangering customers— the business was better off without them. They’d ideally be replaced by someone eager to do the job well and within the conduct expectations.

But layoffs were brutal. Layoffs were callous, indifferent, and often a necessary evil. The hospital I worked for operated on razor-thin margins. Despite its best efforts to make cuts elsewhere by freezing hiring, reducing spending, and halting raises and promotions, we realized that we had little choice but to cut expenses by eliminating some jobs. The decisions of when to conduct layoffs, who to lay off, and how to implement that process were not made easily. It was a very intensive process.

Human Resources leaders and senior management closely reviewed every position we had, from the lowest paid employee up to the CEO. We considered each job from various angles. For example, how many nursing assistants did we need? What would happen if we removed two nursing assistants in a department? Five of them? Could we reduce operating hours by 5% in one of our clinics instead of laying off employees? Could we seek volunteers to take a financial incentive to leave the company, thereby reducing headcount without having to lay off employees? Would it make sense to combine or merge several departments under just one manager (and lay off the other manager)?

Once we identified areas where we would cut, the next question was who to lay off. Some of the jobs were unionized, which provided a sometimes anguishing paradox. The union rules simply stated that the least senior employee in that group was to be selected for layoff. There was no bargaining or negotiating to be had. That least-senior employee could be beloved in the department, a star over her 10-year career. But in an ironic, cruel twist of fate, the very union she’d paid dues to all those years couldn’t protect her. By the rules agreed upon by the union and employer, as the least senior employee on her team, she needed to be let go.

The lucky ones (so to speak) would catch on quickly at another employer. But they would have to start all over. They were again at the bottom of the seniority list and would likely have to work for years to realize salary increases, additional vacation time, and desirable shifts or hours.

For non-union employees and management, the layoff process was also cold and calculated. If we chose to combine departments, for example, which of the two managers would be let go? Did you keep the more experienced one, or the rising star? Did you eliminate the one with a higher salary? Did the “cheaper” manager have the skills and ability to run a department that was twice the size of the prior one?

Further, what about the “redundancy” with the merged departments? Did you need all of those secretaries and nursing staff, or would the combined department be more efficient (and cheaper) with fewer of them?

On top of that, there were the legal issues to consider. What risks were we facing in letting certain employees go? Did we have a proportionate number of women and men? Black and white employees? Employees of various ages and religions? Was it more dangerous to lay off a 33 year old le----n manager or her married male counterpart who was 58?

Then came the number crunching: would the money saved by eliminating these jobs be enough to keep the business viable for the next year? The next three years? Five years? What about defending the inevitable lawsuits filed by disgruntled employees, or lost productivity as the “surviving” employees sought greener pastures at other companies? Further, there would be a major hit to company morale, as the remaining employees might struggle with survivor’s guilt, or a jarring transition as they took on different or more work for the same pay.

Finally, we considered the financial package offered to each employee selected for layoff. How much notice should we give them that their jobs were being eliminated? Did they work during this time, or did they receive pay while they focused on finding a job elsewhere?

How much severance pay should be offered? How would severance be calculated? In other words, should employees be offered a week of severance pay for each year they had worked at the company? Should we provide two weeks’ pay for each year? Offer too little severance, and you faced the possibility of lawsuits from those who believed the financial package was too cheap. Offer too much severance, and the intent of the layoffs (to save money for the company) was impeded. In all, there were an incredible amount of factors in consideration throughout the layoff process, and yet I couldn’t explain many of these things to the employees we let go.

The more recent layoff I’d rolled out at that company happened to be on my father’s birthday. It was one of the worst days of my life, as I had to deliver the bad news to many different employees throughout the day. Each meeting was structured the same way. We’d compiled a severance packet that included a cover letter explaining the reasons for the layoff and why the person was selected. Behind the cover letter was the severance agreement: a contract the business was offering the employee. In exchange for their job elimination, the employee would receive what we hoped they would agree was a reasonable amount of money and benefits. If the employee signed the contract, they not only accepted this offer, they agreed not to file a lawsuit against the company. In other words, the employee would leave quietly in exchange for weeks or months of pay, depending on their job level and longevity at the company.

In a few cases, the employee took the layoff casually. One employee was actually happy, as he’d just received a job offer at another company and had intended to give his resignation notice that day. Instead, he was now getting a month’s pay to “find” another job, which he’d already lined up. He could go work for the new employer right away, yet still earn severance from us. Another employee had been unhappy with her career, and saw this layoff as the opportunity. She would now be eligible for job retraining under state assistance, and could pursue her dream to open her own bakery.

In most of the meetings, however, the employees were devastated. I expected that they would be. Through no fault of their own, suddenly they were losing a major part of their identity. Their job, their financial security, and their community--- all wrapped up in one--- were instantly eliminated. I could see the emotions churning through their faces, probably crunching the numbers of paying for their mortgages, their kids’ tuition, groceries, and much more. Plus, how would they explain this to their family and friends? How long would it take to find another job?

It was surely devastating for them. It wasn’t easy for me, either. I hated being the bearer of bad news, and I especially abhorred attending meeting after meeting, seeing the horrible effect of people being informed that they were being laid off. I knew that the only thing worse than that would be if it ever happened to me. And then one day it did.

Several years later, I was at a Fortune 100 company, an attorney in their employment law division. My wife and I were elated. It was a great job, with good pay, excellent benefits, and a much more financially secure company than the one I’d left. I had been at this company for almost two years when they changed CEOs. The new CEO talked about changing and reinventing the company to make it faster and more nimble. Suddenly the buzz about restructuring the company was becoming louder.

After the new CEO had been in the role for about six months, it became apparent that he was going to institute some layoffs. Again, speculation was rampant, but it wasn’t clear who would be affected. I felt that I would be safe. After all, I reasoned, I was in the employment law department.

A company like mine, with its very deep pockets, needed employment lawyers to respond to the spike in lawsuits and attorney demand letters it would receive after a layoff. Some people being laid off would question why they were selected. The company, with over 130,000 employees at the time, would surely be inundated with such claims. If they laid off 10,000 employees and “only” 5% of those hired an attorney to pursue an action on their behalf, that would be 500 possible cases that could go to trial. My team primarily investigated workplace complaints to determine whether the employee’s claim had merit. Surely it would be extremely busy with the sudden influx of claims.

Yet, I had some nagging doubts in the back of my mind as the layoff date approached. I had seen in my prior role that nobody was immune to layoffs. Some of the best employees were let go simply because they were in the wrong place at the wrong time. It was simply bad luck. I managed to push through it, though, focusing on work and not getting caught up in the media speculation of what was going to happen.

The morning of the layoffs, however, I felt a growing sense of dread. I woke up feeling sick to my stomach. I had a bad feeling of doom. I had felt fine the day before, but it was as if I woke up that morning and just knew something awful was going to happen.

I scanned my work emails on my cell phone. Two were from around 5:00 a.m. One was from the CEO to all employees, announcing that 18,000 jobs were being eliminated over the remainder of the year. 13,000 were being eliminated that day. The second email was from the head of the company’s entire legal department. He added, to my surprise and dismay, that the legal department was laying off 10% of its workforce. I couldn’t believe what I’d read. I truly hadn’t anticipated that the layoffs would impact the legal department that deeply.

I could barely eat my breakfast that morning, and went to work early. I had a really hard time concentrating, but sent out a few emails and responded to others. I just couldn’t get any work done, though, and mostly stared at my monitor as I tried to find something, anything, I could concentrate on.

I then started putting some pieces together. My manager had rescheduled our typical Tuesday meeting to that Thursday morning. I hadn’t thought anything of it at the time, as she’d frequently moved meetings around to adjust for more urgent matters. Also, the day before, she’d popped into my office to ask me about my status on some of my cases. Again, I hadn’t given it much thought at the time, even though that was going to be the focus of our conversation on Thursday—or so I’d thought.

Just before 9:00 a.m. on Thursday morning, I saw a flurry of activity in the hallway. Four or five people I’d never seen before were popping into a couple of nearby offices. Though it was a huge company, I tended to know or at least recognize the people walking by my office. I did not recognize any of these people. My heart started pounding. Even if the layoffs didn’t involve me, surely someone I worked with was about to be let go. I hated the thought of losing a friend or colleague.

I still couldn’t shake the gnawing sense of dread. I couldn’t concentrate on work. I stared at my fingers, which were trembling. I tried to distract myself, looking at my list of cases and the status of each one, for the meeting I was about to have with my manager. Finally, it was 9:00. I got up and went across the hall to my manager’s office. I noticed that her blinds were closed, as was the door. However, I knew she was in, since she’d said a cheerful hello to me about thirty minutes earlier. I knocked; she opened the door and welcomed me in.

I stepped into her office and saw a man sitting at her table with a white, thick packet in front of him. I immediately knew what was happening. That moment was like an out of body experience. I heard myself utter, “Seriously!?” That was all I could say or do. All the energy was su-ked out of me. I had no thoughts running through my head, other than disbelief that this was really happening.

The man rose, and with a nervous smile, introduced himself. He was a Human Resources Manager I’d exchanged a few emails and calls with on one of my cases, but we’d never met until then. In other circumstances, I’d have been happy to finally meet him, but in that moment, I wanted to be anywhere but there.

We all sat down. My boss started off the meeting by saying what I already knew: that the company was restructuring, and a number of jobs were being eliminated. Mine was one of them. I could barely concentrate on her words. Her entire explanation took less than a minute. She was terse and matter of fact as she informed me that my job was gone, effective immediately, as the company tried to become smaller and quicker to respond to a changing marketplace.

I was so overwhelmed by what was happening. Yet, I only had one thought in my head: is this really happening? After she finished, the HR manager started to open the packet in front of him. I noticed that his hands were trembling. I had been in his position too many times before, and could imagine what he was feeling. Despite all the emotions swirling inside me, I wanted to tell him it was okay. I wasn’t mad at him; he was just the messenger.

He started to walk me through the packet, explaining the cover letter, which was a slightly longer explanation than my boss had given of why the layoffs were occurring. He then started to explain the compensation offered in the severance plan. It was fairly standard, but I remember saying that it was “pitiful” because I was quickly doing the math in my head, figuring out how long we could pay our bills on these remaining checks. Of course, it wasn’t going to replicate what I’d been earning annually. Unless you’re offered more than 3-4 months’ worth of severance (usually only for senior executives, very long-term employees, or other VIPs), it’s going to be a serious financial hit, as it was in my case.

The HR manager then shifted to the benefits being offered. These included extended health care coverage, career transition assistance, and explanations of how my accrued vacation time and 401K plan would be handled. I could barely pay attention, as I was having trouble processing everything. Many thoughts were running through my head, including how I was going to tell my wife, how I was going to support my family financially, how long it would take me to find another job, and where I was going to find another job.

The next stage of the conversation was about my property. Those of us being laid off were being given that day and the next day to clean out our offices. However, I’d had a long-planned family vacation starting the next day. During the layoff meeting, I’d briefly considered canceling it, but my parents, my sister and her family, and my wife and kids were all going, and I didn’t want to ruin everyone’s vacation. My manager said they would send my personal property to my house.

The HR manager then asked me to fill out a page with my contact information. I wasn’t sure why, as the company already had all of that, but I did it anyway. Then, we came to a page that described all of the company’s property that I needed to return. These included my ID badge, laptop, parking pass, company credit card, and any work-related documents. I felt like I’d committed a crime as I handed over these items one by one. It was especially difficult to give up my ID badge, as it was such a big part of who I was: attorney at this world-famous company. I suddenly felt rudderless.

With the meeting over, I went back to my desk and looked at my office in shock. Cases I’d worked so hard on for weeks or months were no longer mine. All those people I’d worked with, hundreds of hours of effort--- rendered moot in an instant--- it boggled my mind. I looked to my wall, and saw the pictures of my kids, along with their artwork on my bulletin board, and couldn’t believe I’d have to go home and tell my family what had happened.

I couldn’t say goodbye to anyone. I was not in a place, emotionally, where I could talk. I also was determined to not walk out of the office with a box full of items. I grabbed my lunch and quietly left. As I left the parking lot and made my way to the freeway, I saw lines of cars heading to the company’s complex. I knew they were employees because they had the colored parking passes hanging from their rear view mirrors. I envied them and their stable jobs. I also wondered how many of them would also be laid off that day.

I debated repeatedly whether to call my wife and tell her what happened, or to wait until I got home. I finally decided that it wasn’t a conversation I wanted to have by phone. The drive home only took about 20 minutes, but it felt like forever. Telling my wife was going to be excruciating. I had already been laid off. She didn’t yet know the news. In an instant, she too would see her life shift from stable to instable. Mortgage payments and daycare fees, car repairs and monthly bills could all become crippling financial burdens if I didn’t find another good job quickly.

The second I walked in the door, she knew. There was no other reason I’d come home that early on a weekday— especially on the day we knew layoffs were being done. She had a few minutes of panic and anguish, but quickly recovered. We had a long conversation about the steps we were going to take emotionally, spiritually, and practically to help me find my next great career opportunity.

I then notified my family and friends, and asked for their support and job leads. During the next seven days, while on vacation, I spent a great deal of time thinking about what I wanted out of my next job, as well as where I wanted my career to go. I couldn’t help but feel anger at my former company and my manager for laying me off. However, that has diminished with time. I had considered filing a lawsuit, but after much consideration, decided I didn’t want to squander that time, energy, and money. I signed the severance agreement and vowed to move on with my life and find peace--- and a new great job.

This all brings me back to the interesting experience of being on both sides of a layoff: as the one conducting the terminations and layoffs, and ultimately, as the one being laid off. I’ve learned a lot, and want to share some insights:

1. In a strange way, it’s been one of the best things that happened to me. Financially, it su-ked. It took months to find another job, as I hadn’t been looking for one prior to my layoff, and because I have a specialized skill set. On the other hand, however, I did a LOT of deep introspection. I read a ton of books, and did a lot of analyzing about what I wanted out of my career and personal life. I learned a lot about myself.

I used the time wisely. I took an intensive online course on Human Resources Management and earned my Senior Professional in Human Resources certificate. Both strengthened my career in areas that needed polishing.

I also networked like my life depended on it. I frequently met with two or three people each day. Starbucks’ profits probably rose sharply during the time I was laid off, as their cafes were ideal meeting spots for almost everyone I met with. The networking helped, as I found another good job. I still network often, as I’ve found that it’s simply a lot of fun to meet new people and learn about them and their careers.

2. Compassion is everything in the layoff process. I didn’t feel any empathy from my manager, and it made things feel worse for me. Had she expressed her regret that the company had to do layoffs, or shown some sign of sorrow that I was leaving, it might have made the situation a bit easier to bear. Instead, I spent the next four weeks after the layoff wondering why she’d gone from a friendly manager I’d enjoyed working with, to someone who was suddenly aloof.

We had a follow up phone call a month after I was laid off, and she was much more empathetic and “human” during that discussion. Looking back, I think she had been trying to be strong and stoic in our layoff conversation. While it may have helped her get through the meeting, it was the wrong tone. A few kind words could have made a huge difference. Maybe the company had advised its managers not to offer assistance or empathy; I don’t know. But, some of my proudest moments at work have been with people who followed up with me months or years later to say they appreciated how I had treated them in their layoff or termination. Maybe you can’t offer much assistance, but expressing empathy, and taking the time to allow the employee to feel heard and appreciated, can go a long way.

3. Losing a job is not just about the loss of pay or a position. It’s about losing a community and friends. It was very helpful to hear words of support and encouragement from friends, family, and former coworkers. I didn’t expect anyone to offer me a job, but simply hearing from someone that they were thinking of me and praying for me (or hoping for the best for me) was wonderful.

If you have contacts, no matter how insignificant they may seem, offer those too. During the months between my layoff and new job, I’d done some fabulous networking and made new friends. Often these were people whose jobs had nothing to do with the kind of position I was looking for. But we chatted over coffee, learned a little bit about each other and the company they worked for (or knew well), and helped me get another step closer to finding my next opportunity.

4. Please don’t tell someone who’s been fired or laid off to consider it a vacation. It’s not. The nice thing about a vacation is having the ability to pay for it. Even if you don’t love your job, you have something to return to. With a job loss, there is the very real fear that this “vacation” will take a long time. That’s a very unsettling feeling, especially financially.

5. Perhaps the most important lesson I learned is that a job loss is not the end of the world. Before the layoff, I was afraid to take risks. Now that I’ve experienced a layoff, that fear is gone. I went through it and survived to literally tell the tale.

Ultimately, my confidence level is the highest it’s ever been. I have learned to see myself in a new light. Instead of tying my self-worth to my role as an employment attorney at that major company, I learned that I was much more than that. My job (or lack thereof) didn’t define me. I am loved as a husband, father, son, brother, friend, and, yes, a coworker and leader.

This is a good time for you to reconnect with friends and family. They can help guide you to a place of greater happiness.

In the story of your life, look to this as not the end of the book but as an unexpected plot twist that will make the story stronger in the end.

Change is difficult but necessary for growth. The caterpillar must endure a period of darkness to become the butterfly. So will this change show you your beautiful colors.

The willow tree grows tall by being able to bend in the wind. Don't allow this difficult time to break your spirit.

Every ending is also a beginning. Try to see this as the beginning of a new adventure.

You are not your circumstances but a product of your decisions. Decide that you will get through this and move forward with confidence.

Don't give up. There is still so much for you to accomplish as you move forward.

Focus on the light at the end of the tunnel, not the pebbles causing you to stumble.

Look around you and remember why you need to keep trying.

Ask yourself what you can use from this experience to help give you strength should it happen again.

Keep this in perspective. This is a bad event, not a bad life.

“Our greatest glory is not in never falling, but in rising every time we fall.” — Confucious

Remember that this is something you are going through, it is not something that you are. You are a strong, capable person who will find your way through this.

Losing your job unexpectedly can be difficult. I will be willing to give you a reference when you start applying for other positions.

Think about the bird that continues to sing when it is raining. He understands that the sun will return eventually. So it is with you.

You can't learn to deal with hardship unless you face hardship. Use this as a time to grow.

Think of this as the universe clearing the way for better things to come.

It is okay to cry. Do so if you must, but then wipe those tears and face the challenge with renewed spirit and a heart washed clean of sorrow.

Believe those who love you. They know your strength and believe in you. Now, more than ever, you need to believe in yourself.

When navigating a storm, raise your sail and keep looking toward the shore.

Don't panic! Remember that panic means “putting additional negativity into chaos”. Staying calm will help you stay focused on success.

“Change is difficult, but it can be managed when you stay aware of the power of your choices, even if it’s simply your attitude.”
― Michael Thomas Sunnarborg

The Glassdoor reviews are starting to be published

I was one of the ones let go. During my exit interview I wanted to ask a few questions to the director. Halfway through my first question the director covers up the camera with their finger. I continue asking questions but they say they’re having trouble hearing me but her finger kept slightly coming off the lens so I could see her watching cougar town. This goes on for a few minutes before she says her boss is calling she had to go but I heard her husband come in and say that the southwest roast beef portobello mushroom sandwiches were ready but be careful they’re still “kind of hot”. I’ve never been treated this way in my life

In times of great stress or adversity, it's always best to keep busy, to plow your anger and your energy into something positive.

I wasn't one of the ones laid off but my heart is broken for those that lost their job with 0 warning, right before the holidays nonetheless. I'm going to start looking for another job (no one at MedSol is in my area so no worries i wont be competing for jobs with you!) because I do not feel secure at this company any longer. I really hope the best for all of you.

To those of you who are still stuck working for MedSouless. Enjoy 2x the work load and no annual raise or bonus. Interesting hearing all of this from people still there. Sounds like they are still drinking the koolaid if they think it’s ok to work for free. Ever heard of slavery? That’s what they preach to anyone interesting in moving up, being a “servant leader” is not what they want you to think. They want you to shut up and push their agenda. Those of us let go said too much to leadership, advocated for our teams/coworkers, and really thought our voices matter. Stay quiet and do your job, work unpaid OT, and you’ll be safe from the next layoff. MAYBE, but probably not! Better get your resumes updated before the entire ms crew floods the market.

Grow up and move on? We lost everything with zero warning! Those of you sitting comfortable in you jobs, don’t be so smug. Your time is coming soon.

@3esq, this is a lightly moderated website with tons of different forums, one for every major company, and the posts violating ToS listed in the footer get nuked.

Site mods usually nix posts containing one of these things:

• foul language and insults
• names, personal info (PII) of employees or mgrs (c-level's ok as they are public figures)
• threats
• trolling
• spamming (or tons of posts with the similar text)
• impersonating someone in a misleading or deceptive manner
• off-topic posts about politics, religion or race/nationality/ethnicity
• direct advertising
• illegal and proprietary content

that bullet number two is what gets most people in trouble, you start talking names here and they will nuke that post in no time.
(I've found this list on another forum's page, but I think it applies here as well).

Gotta agree, some of these comments show the age & lack of maturity of the posters. Surely it su-ks to lose a job but man, stop being a victim in life. Put some equity in and take a risk to create something if you don't want to risk working at the behest of others. Hate to believe our generation will destroy this country but this thread is evidence of the sickness of entitlement in America. Point the thumb and not the finger and watch success will follow.

Hey Outside Looking in…go f yourself. I’m not an entitled youngster. I’ve worked my behind off for this company. Take your opinion and shove it. This company was my long game end plan. I’m f’d close to retirement. Effn JERK!

Can we stop talking in riddles if you’re going to have a temper tantrum just come out and say it. Who, What, Where, When, How. Get it all out there.

They should have treated you with respect if they didn’t want you to talk about them. Name and shame.

@2sbi+1PFCESOG you triggered he/she. Godspeed