#attrition

The most toxic workshop culture I've ever seen with ill-fit incompetent management. More, More, More. Angry employees taking it out on one another. Do you think the execs know how it is down here? Horrible attrition, and still layoffs every 2 weeks. I used to be an over achiever, doesn't matter here, you'll only pick up the slack of the duds, bare minimum it is.

Between reducing OT making it virtually impossible , not enough staffing and AI taking over 😒

Heard through the grapevine people in HR have said that they expected more attrition after the 5 day RTO was announced. So from this you could infer that a major goal, if not THE goal of this was to reduce headcount. Also this means that layoffs are coming since not enough people left.

The next piece of this is that the execs have admitted that the company is becoming too reliant on contractors, and want to balance out the hiring with more full time employees. What is not mentioned is that they want to flip contractors to FTEs. Offshore hubs are being built to facilitate this along with abusing work visas.

There has also been a major push for AI recently. Which helps reduce headcount even further. Models are now reaching the point where anyone can automate tasks or have someone vibe-code a solution that is "good enough".

The end goal of this is that they want cheap offshore labor to handle AI to push out stuff that is passable. So many current FTEs are going to be displaced. This is also the end goal of an overwhelming majority of other large companies. This is not systematically sustainable. And the working class is being set up for a world of hurt.

Now convinced more than ever that the dysfunction is intentional to get you to quit. Don’t get fatigued. Make them fire you.

No offense to the people who are still here, many of them are just amazing, but in aggregate, top talent has already left Optum years ago

There’s definitely plenty of fat around here. The problem is that when cuts come, the fat somehow stays and the actual muscle that does the work gets cut. Sad but true. We’ve got so many useless managers who could be removed, but they’ll continue to stick around and siphon off resources. What a crock.

Yes, time is coming and we are about to implode with all the multiple organizational changes that add no value apart from headcount reduction and the downstreamers managing upstream like a refinery and ki-ling it long term. Expect more safety incidents, more process safety events and more blame on the employees for not following procedures (even though nobody knows what they are anymore). The attrition is rising and we are in a downward vicious circle now.

Key people keep leaving or getting shown the door all the time. Morale is in the gutter and the energy here is completely dead. You can feel it walking in every morning. Nobody trusts that things will be stable from one week to the next, not to mention month or year.

LinkedIn is blowing up with cube pics. Exxodus is back

65% of layoffs over the last 2 years have been Band 4 employees.

You have been warned.

I got the layoff call last month, last day is in May. Others on my team who are buddy-buddy with leadership got promotions at the same time. Needless to say I’m done giving this company anything more. I’m withdrawing all internal transition applications and barely going to reply to emails. For the next 2.5 months, I will swipe my card and turn around go home to apply external roles. I can’t believe how many extra hours and long nights I spent working for this company. Congrats to all promoted and good bye to all!

I'm a middle aged employee, having some financial commitments, was a high performer, have been given 4 last year. The work I am doing I'm not needed for it. Told multiple times,build another resource who may replace but I believe they are keeping me as scapegoat that any wave comes it's going to be me..I am trying outside but not getting anything suitable..still trying..but I want to understand from you all what you would have done if in my place. Everyday going to workplace is stressful and core irritating. I know everyone around me knows my rating and understand that I am the next scapegoat still I need to do my job quietly this fact is eating me. I can't stop working as my micromanager ask status everyday .. I am tired not working but mentally

Three team members were displaced a couple of weeks ago.
After bonus payout, 3 out of 4 senior team members resigned.
Made my day

From 168,783 10am est to 166,465 as of 5pm est time

Seeing employees in D&S quitting. What have they seen and what do they know that is leading to this?

No benefit to this. More attrition and lost productivity on it way.

Professional meeting attender.

Calendar always appears full.

Spreadsheet-centric, for everything.

Meets with entire team 2-3 times weekly, each meeting 1+ hour, overly repetitive and negative tone.

Has weekly 1-on-1 with each direct, only focusing on what they can do more of.

Shows up, but provides no value during partner interactions.

Takes everything personally.

Distrusts everyone, even top performers.

Provides no praise, just do more mentality.

Takes credit when no credit is due.

Track record of micromanagement and employee attrition.

Makes you feel small during every interaction.

Has horrible breath.

Wut the managers doin? Are they trying to get all the PTs and MTs to quit?? This place has been as depressing as a broken dishwasher at all you can eat buffet since January.

The company keeps letting go of people who actually know the work and matter, then shuffling others into roles they aren’t set up for. It’s creating gaps and inefficiencies that could’ve been avoided. I'll never understand the logic behind their thinking.

I’m about 9 months into HCSC. I heard mixed reviews about the organization before I joined. My immediate team is friendly and professional, but it seems the company as a whole is dysfunctional. There is no accountability and no one really knows who does what. I heard before that HCSC routinely hires from outside of the health insurance industry because they can’t attract and retain specialized talent. It appears to me to be the case. It seems like there are a lot of people who have been here for many many years and lots of churn with newer talent.

Serious question—- why do people stay for so long? Doesn’t the dysfunction and lack of leadership get to you? It seems to be to a culture of complacency and sticking to a false narrative than actually trying to run an excellent business.

The leadership will wait to see how many people walk out due to RTO and other issues before they pull the trigger again. It's cheaper to find a way to get folks to leave than have to pay them to get them out.

Can’t imagine that this whole company won’t be in TX in 3-5 years. Stop backfilling OKC jobs in OKC and let normal attrition handle 15% of the lift while targeting back office jobs for rolling relocation (IT, HR, Accounting, Legal). Geologists and Engineers will hang on longest as the “center of excellence” but eventually bye bye.

Everyone is realizing that this is a sinking ship, over the last 3 weeks, stores have seen entire departments quit, including management.

fiserv had been losing top talent for years. the people who built the products and who teams actually respected and followed. some climbers thought this was an opportunity for advancement but they have proven to be pretenders.

In some departments there’s no worry for layoffs. People quit at such a rapid rate they can’t even staff properly. This company is doomed unless it corrects its ways. Customers and workers alike despise how evil the processes are and customers cancel and employees leave because of how terrible the call routing is.

Do the needful and quit already. They are moving the RTO goal post again because they aren’t seeing as much attrition as they hoped with the 8 hour tracking.

They don’t like that we use 1/2 days pto to avoid the office.

AI can't compare to the lost institutional knowledge. I'll be here with popcorn the day everything starts going to he-l and leadership finally realizes that.

Any idea where he is going??

Has anyone else received their demotion related to Senior Status?

We’re increasing pay for order taker CMs, yet lowering pay for recruiters. It feels like we keep asking certain teams to absorb the impact while others are protected.
If leadership is unable to right the ship, are they also taking title reductions or salary cuts? Accountability shouldn’t only apply to frontline employees.

This approach is damaging to morale and culture. Repeatedly cutting pay or downgrading roles sends the message that hard work and tenure aren’t valued. Strong leadership builds trust, stability, and shared accountability — not uncertainty and resentment.

Right now, this feels less like strategic decision-making and more like reactive cost-shifting, and that’s not good leadership.

Wouldn't it be smarter to wait for severance?

I’ve seen people get slowly starved of chances until they leave on their own with no raises, no projects, and no recognition. It starts to feel like getting pushed out without the paperwork. Makes me wonder if this quiet push out is happening more often than real layoffs these days.

New Sales plan incentives sales to reach their targets 2x better than previous plans
and panelizes these below much more than previous plan

This is going to let Dell always earn more per share/deal while also a lot of Sales are goign to leave since it be unbearable - these left are ones they delivered over their numbers and with more accounts assigned are expected to do even more

it's similar to what EMC plan was - so not all that negative. Reward big sales that deliver and push out these that don't. Like it or not .

House is always the winner

Enterprise Reimagined was positioned as a top down reorganization to ensure headcount was aligned to efforts appropriately. People were laid off, demoted, and moved to new teams. The dust on all of that hasn't settled yet and the firm is introducing more policies that obviously intend to get people to quit. Enterprise Reimagined should have accomplished any headcount reduction goals.

Bonus levels right after this were a 9 instead of a 10...so these changes aren't even yielding expected profits since the norm has been to have level 10 bonuses.

Such a colossal waste of time. Leadership is more interested in torturing home office associates and exerting control rather than creating business results.

I'm watching coworkers who are just a few years from retirement willingly walk away. That never used to happen. If people that close to the finish line are giving up their secure exit, you know there's something seriously wrong with this place.

About 90,000 layoffs over the last 4 years -- both regular and silent irregular layoffs (Focus/PIP, RTT/RTH/RTO, voluntary buyouts, immediate termination w/o cause, etc.). And regretted attrition (around 40,000-50,000).

Is that going to reduce bureaucracy or does it simply increase the chance of outages? Why not just prune "management" layers instead of junior employees?

So basically they want sales reps working for salary only (no commission) up to the first 60% of your quota. Then you only get paid on the portion above 60%. Does MD personally just ignore the first 60% of revenue that comes in to the company? Ridiculous. Got one of the 10 richest men in the world trying to squeeze people who helped him get there. His company; he started it. He can do what he wants. But not sure how he sleeps at night knowing he's sc--wing the people who continue to pad his pockets. And management is spewing the executive BS line saying that none of us are in sales to underachieve and how we should be motivated by the upside. More BS. There will be a lot of people leaving, which is their goal with this plan. Well done MD and schmedium-size t-shirt wearing JC.

Just sharing an internal perspective for anyone wondering why Proofpoint roles are constantly advertised.

In my time there, I’ve seen multiple small teams (single-digit to low-teens headcount) experience significant churn — in some cases 5–6 people leaving or moving internally within a single year. These aren’t large departments, so the turnover is very noticeable.

Over a few related teams in the same function, the overall headcount might look stable (around 20–25 people), but the individuals filling those seats change frequently. There tends to be a small long-standing core, with the majority rotating in and out.

A few years ago, retention was something teams genuinely took pride in. Today, there are very few people left with long tenure, and entire teams can look unrecognisable after a short period of time.

From what I’ve observed, many new hires decide fairly quickly whether the environment is sustainable for them. Morale issues are noticeable, and employee wellbeing has been a recurring concern internally, without much visible follow-up.

There’s also been a strong push toward AI-driven tooling for productivity and quality measurement — including how case updates and communications are evaluated. Some people may find this helpful, but others experience it as constant monitoring tied closely to performance metrics.

To be clear, this isn’t unique to Proofpoint — much of the tech industry is heading in this direction. That said, it can take a real toll if you value autonomy and long-term stability.

If you’re looking for a stepping-stone role and a strong name on your CV, Proofpoint can serve that purpose. But I’d strongly recommend going in with open eyes and realistic expectations about turnover, pressure, and culture.

How large corporations (purely hypothetically, of course…) elegantly sidestep WARN Act Requirements with the grace of a tax‑optimized ballerina.

Dear Valued Human Capital Unit,

As part of our ongoing commitment to Transparency™, Integrity™, and ***Doing Whatever Minimizes Our Regulatory Exposure™, we’d like to explain how the WARN Act works — and how we, as a forward‑thinking enterprise, heroically avoid triggering it.
“We Value Transparency — Which Is Why We Carefully Avoid Situations That Require It.”
Because nothing says transparency like never triggering a legal obligation to be transparent.

What the WARN Act Actually Says
The WARN Act requires companies to give advance notice before big layoffs:
- Federal WARN: 60 days
- New York WARN: 90 days (because New York likes to go big)

A “mass layoff” is triggered when a company lets go of a certain number of employees in a short window.
In other words:
If we fire too many of you at once, we have to tell you in advance.
And we can’t have that.
“We Care Deeply About Our People.”
Just not enough to notify them 60–90 days in advance.

How Even the Most Admired Companies Gracefully Avoid WARN Requirements

Below is our Strategic Workforce Optimization Playbook™, designed to ensure that no WARN notice ever darkens your inbox.

1. The “Rolling Layoff” Ballet
Why lay off 250 people at once when you can lay off:

• 20 this week
• 20 next week
• 20 the week after (and so on... and so on...)
  Each batch is too small to trigger WARN.
  It’s like slicing a pizza into 64 pieces so you can claim you “barely ate anything.”
  “If We Fire You in Small Enough Groups, It Doesn’t Count.”
  It’s not a mass layoff — it’s a series of unfortunate Tuesdays! :(
  “We Believe in Right‑Sizing.”
  And, just like our P-O-M model, right‑sizing is always easier when done in small, WARN‑free batches.

2. Performance Recalibration™ (formerly known as “forced ratings”)
If we classify your departure as “performance‑related,” it magically stops being a layoff.
This is why your rating went from “Exceeds Expectations” to “Needs Immediate Adult Supervision” overnight.
It’s not personal.
It’s math.
“Your Performance Didn’t Drop — Our Need to Avoid WARN Spiked.”
Funny how that works.

3. Voluntary‑Involuntary Resignation™
We gently encourage you to resign by offering:

• A severance package
• A relocation to a city you’ve never heard of
• A return‑to‑office mandate >1,200 miles from your home
• A performance plan written by someone who’s never met you
  If you resign, it doesn’t count as a layoff.
  If it doesn’t count as a layoff, we don’t owe WARN notice.
  If we don’t owe WARN notice, we can continue “right‑sizing” with stealth‑mode efficiency.
  “We’re Committed to Supporting You… As You Exit the Organization Voluntarily.”
  Voluntary exits = no WARN.
  And we love, love Voluntary Resignations.”
  Especially the ones we engineered. (wink, wink, cha-ching, heart emoji)

4. Attrition‑By‑Policy™
We don’t lay you off.
We simply:

• Close your site
• Move your job offshore
• Change your job title
• Change your job responsibilities
• Change your job location
• Change your job existence
  If you leave because your job evaporated, that’s “voluntary attrition,” not a layoff.
  WARN Act avoided.
  Mission accomplished.

5. The Magical 89‑Day Window
New York WARN triggers at 90 days.
So if we restructure every 89 days, we’re not “avoiding the law.”
We’re “maximizing operational cadence.”
“We Believe in Transparency… After the Fact.”
Usually when your badge stops working.

6. The “We’re Not Laying You Off, We’re Transforming You” Strategy
We don’t eliminate your job.
We digitally liberate it.
If an AI model replaces you, that’s not a layoff.
That’s innovation.
And innovation is exempt from WARN.
(Spiritually, if not legally.)
“AI Isn’t Taking Your Job. We Are. AI Just Makes It Look Cleaner.”
And cheaper. And faster. And WARN‑free.

NOW REMIND US WHY COMPANIES DO THIS

Because WARN notices are:

• Public
• Reported to the state
• Reported to local officials
• Picked up by the media
• Bad for investor optics
• Bad for recruiting
• Bad for executive bonus season

So instead of issuing a WARN notice, we simply:

• Restructure
• Recalibrate
• Rebalance
• Re‑optimize
• Re‑imagine
• Re‑locate
• Re‑assign
• Re‑categorize
• Re‑classify
• Re‑brand layoffs as “career transitions”

Final Message

We hope this clarifies why you will never receive a WARN notice here:
We don’t do layoffs. We Just Make Staying Impossible.”
RTO policy violations, relocations, reorgs, PIPS, terminations of work from home associates — pick your poison.
We do “strategic workforce evolution.”
We evolve our workforce thoughtfully to meet future challenges.
(Translation: We avoided WARN, but you can’t prove it.)
And if that evolution happens to reduce your employment status to “former,” please know:
It’s not you.
It’s the tax code.