Thread regarding AT&T layoffs

Soooooo, the report corporate looks at is set up with 57 different org exceptions??

Every organization has received a slightly different set of expectations and timelines.

Not one I have seen gives “hours of operation “ in the expectation.

Meaning the company CAN’T or is unwilling to go that far.

If my work is completed after 10 hours that’s my full day, if it’s completed in 5 hours that’s my full day.

That’s why I’m salary

"I learned about how this bald AVP was yelling at his people about ticketing data"
WC - T2Ride !!

leadership will continue to ignore you while you are in the office

Jeremey,
Ron here. I read your letter and am responding to point out that there is nearly nothing of concrete substance here. The entire letter is filled with ambiguities as if written from a flunky with a degree in Bachelor of Arts.

• While we don’t have all the answers yet, I wanted to provide an update on our thinking and the path ahead. (If you don’t have answers please reserve “your thinking” until you do)
• Our teams work best in the office and when co-located with peers. (It’s been proven that they don’t and we are not co-located. Your sharp increase in overseas employees saw to that)
• Supervisors with “office” designations should be in the office 3 to 5 days per week and co-located with their teams whenever possible. (Which is it, 3, 4, or 5? Otherwise we are still at 3 day RTO. Also, whenever possible translates to “doesn’t matter.” Essentially no changes here).
• The solution for every team will not be the same – decisions will be made by supervisors based on the unique needs of certain roles/functions. (More ambiguity nonsense. Essentially allowing preferential treatment to those with greater leverage and political power. Weak leadership or cowardice)
• Supervisors will design the in-office presence strategy for their respective teams, which will roll out later in 2025. (Later in 2025? April? July? October? More nonsense and ambiguity. You expect us to design a presence strategy when you can’t even define principals? This is a tell No direction, no deadline, bloviating gibberish of a man child)
• That strategy must be grounded in certain realities – allotted seating capacity, ongoing construction, office consolidations, parking, workstation availability and food/amenities, to name a few. (Am I to send up a letter to my VP telling him that my people will not be in the office 5 days per week due to Parking and workstation availability? Will reporting be mature enough to denote that so I am not burdened by what has been?)
• That said, it will be done transparently and thoughtfully by your on-the-ground people managers, not by me. (Not by me? Is this some sort of legal disclaimer? If employees are terminated based on presence reporting yet your letter is fraught with ambiguity, won’t their termination be by you?)

I am retaining your letter indefinitely should me or my employees face any disciplinary action whatsoever.

You should be collaborating with your local coworkers who were always there. T has operated in silos for too long. This opportunity will help you learn new parts of the business.

You are so right. As a Python developer in the Chicago office, I have learned many parts of the business. I learned about how long and loud customer support people need to talk. I learned about Sales teams bi--hing about their poultry commissions in the hallway, I learned about how this bald AVP was yelling at his people about ticketing data, I learned about a business team trying to sabotage an IT team, I learned about how to save water at home by bathing like a bird in the bathroom, and I learned that people that like curry heat it and eat it from 10 am through 3 pm.

They
Don’t
Care

“No thought to teams not working in the same office and jumping on Team’s calls anyway.”
You should be collaborating with your local coworkers who were always there. T has operated in silos for too long. This opportunity will help you learn new parts of the business.

Make sure you leave your Mic off mute during meetings in the open work spaces

“Thank you for considering these points. I’m confident that an open dialogue on this topic can help ensure ATS’s continued success while supporting the well-being of our employees.”

I’m imagining you arriving to a conference room, slowly opening a large oak stained door, walking inside and seating yourself at a huge, overly impressive conference table.
Looking across the table you lock eyes on our CTO, the author of this 5 day RTO announcement. Excited that you were summoned to this meeting of the minds to have an
open dialog concerning your talking points, you greet the little man in the chair opposite you. With confidence flowing, you expound on each talking point flawlessly and
articulately. After some fifteen minutes pass you pause and look ahead with a gleam in your eye, awaiting an equally engaging and articulate response. Instead, the little guy stares back at you with a hollow blank stare. The sound of a long, continuous, seemingly endless stream of fl-tulence begins bellowing from his blow hole. At once it is confirmed. All he does is talk out his a$$ and your concerns mean nothing.

I appreciate the update and the emphasis on transparency and thoughtfulness in designing the in-office presence strategy. However, I’d like to express concerns about the push towards a 5-day office return for General Managers and, by extension, their teams. A blanket approach requiring more time in the office may not align with current research, employee preferences, or operational efficiencies.

1. Productivity and Collaboration Are Not Dependent on Physical Co-location

Numerous studies show that hybrid and remote work models can be just as effective, if not more so, than full-time office work. A study by Stanford University found that remote workers are 13% more productive and experience fewer distractions. Additionally, technology allows for seamless collaboration through tools like Zoom, Slack, and project management software. Forcing employees into the office risks diminishing these productivity gains.

2. Employee Satisfaction and Retention

Flexibility in where and how work is performed has become a top priority for employees. A survey by McKinsey revealed that 87% of workers embrace flexibility when it’s offered, and companies with rigid in-office policies often face higher turnover rates. A rigid 5-day return could alienate valuable talent and harm employee morale.

3. Cost and Environmental Impact

Returning to the office full-time imposes additional costs on employees, including commuting expenses, time, and increased childcare needs. Moreover, from an environmental perspective, remote work reduces the carbon footprint associated with daily commutes, aligning with broader sustainability goals.

4. The Office Does Not Guarantee Collaboration or Innovation

The assumption that teams collaborate better in person does not hold true for all roles. Research from Microsoft’s Work Trend Index found that asynchronous collaboration—such as document sharing and scheduled virtual meetings—can foster deeper work. Not all collaboration requires face-to-face interaction.

5. Flexible Models Build a Stronger Future

Instead of returning to a 5-day office week, consider doubling down on hybrid work models that allow employees to optimize their productivity and well-being. Leaders like Google, Meta, and others have adopted flexible strategies, citing improved satisfaction and continued operational success.

A More Balanced Approach

Rather than mandating rigid attendance policies, supervisors could focus on outcomes-based evaluations and create tailored solutions that respect both the needs of the organization and the preferences of employees. Flexibility fosters trust and positions ATS as a forward-thinking organization in a competitive talent market.

Thank you for considering these points. I’m confident that an open dialogue on this topic can help ensure ATS’s continued success while supporting the well-being of our employees.

"That said, it will be done transparently and thoughtfully by your on-the-ground people managers, not by me."

"not by me" does not absolve legal responsibility.

"Those supervisors will design the in-office presence strategy for their respective teams, which will roll out later in 2025. That strategy must be grounded in certain realities – allotted seating capacity, ongoing construction, office consolidations, parking, workstation availability and food/amenities, to name a few."

Which office has food realities that need to be grounded? lol. pack a lunch

Did you take special note of: We ASKED where as we are required?!?!

You are numbers...non-essential personnel only!

this is awesome!

Yeah my boss isn’t co-located with anyone from her team. Teams are scattered over 6 locations. Nobody in my office I need to work with, I’m in Atlanta. This makes total sense. Especially since we were all FTW pre covid so we could maintain operation and work the hours required. Now we have to have coverage when we commute in and home, be in office 8, but also expected to work way more than that mornings, evenings and weekends. Totally makes sense.

He forgot to mention one thing. This policy can change at any time.

Looks like different execs are going to handle this differently. Should be fun.

How does collaboration work for those whose teams are collocated? Are they going to be expected to move to a hub location?

Atlanta is a great place to RTO.

Susan Johnson/Jason Porter just sent out a “Resume Our Precovid Routines” beginning January 6th, 2025. All levels return 5 days a week. No thought to inadequate office space. No thought to teams not working in the same office and jumping on Team’s calls anyway. No thought to performance metrics. The whole emailed smelled of bullsh-t.