I found an odd coincidence, which may be nothing or a possible law suit!!!
Every person I spoke with today, that was part of the RIF, did not have the seniority that I expected. Specifically, every redundant person on my team and outside of my team (which I had a chance to speak with), had been employed at NetApp for 2 years or less. A large portion of them had been at NetApp for 1 year or less!
I only raise this point because it seems odd why NetApp would include more junior employees , as part of the RIF, rather than the real problem of shiftless long term employees. ( I can provide so many example of shiftlessness)
Basically, I saw a pattern that showed NetApp laying off a large number of employees with 2 years or less seniority. Theoretically, this type of strategy allows NetApp to reduce it's force and pay junior employees less severance at the end of the 60 days (lower cost for the bottom line). Mind you NetApp would include a small number of 5+ year employees as tokens examples to reduce lawsuits.
This current RIF strategy would provide the appearance of the needed corporate cuts GK is appearing to transform NetApp and make the appearance, to Wall Street, that he is doing everything possible to save NetApp. Unfortunately, this strategy guarantees a secondary RIF!
I believe this strategy leads to a second round of RIF's (Within 6-9 months) with a less number of employees (for appearance and attrition) but the same amount of cost savings needed, due to the larger amount of severance from long term employees.
The secondary RIF will appear to be a more emotional/necessary RIF in order to "Save The Company and Finalize the Transformation" but less employees, in order to to save moral. This would appear as an emotional RIF and would be a lower number of employees. BUT in reality the second RIF would reduce the same amount of costs because the cost savings are higher than the first RIF. These higher cost savings would be a result of the reduction of senior, 5 to 10 year or more, employees.
This is a great cost savings strategy and bottom line. The savings would open up the door for acquisitions or raising the extremely low stock price, which makes NTAP vulnerable for private equity acquisition. This also still keeps the company on the same track with the shiftless employees that brought it to its current state.
My disclaimer: This is only MY observation and MY opinion. I have enjoyed working at NetApp. I truly loved the culture and all my fellow employees. I only wish I could have worked at NetApp and retired from there.
I wish all NetApp employees good luck. I really miss the good old days of NetApp culture. It's a shame how a GREAT company can be ruined by so many simple factors and bad management. We were great once! I hope we can be great again.
As for myself, I will be finding a new job that provides a better future than NetApp has to offer.