#attrition

For every one part time hire belk is loosing five part time associates

For every one full time hire belk is loosing three full time associate/key holder/lead

For every one manager hire belk is loosing two managers

Most of the layoffs are not in the big rounds, but are happening in small, quiet batches. Combine that with demotions and people quitting, and we've lost so many without any fanfare. The total number of people gone has to be massive. It's a coward's way to downsize.

Saw the CEO of Nuvia left qualcomm and some other leavers from Qualcomm. Wonder what is going on. Leaving to found something else or layoffs/forced exits.

How many people have already left because of the return to office push?

Since that seems to be the goal. I wonder if it worked as intended, or if people, given the job market, are just trying hard to accommodate. I'm in the latter group. RTO is needlessly time-consuming, expensive, and it’s hard to see any reasonable explanation beyond pressuring people to quit. Coming into the office has made me less efficient, and nobody on my team is even nearby anyway. I’ve decided to go along with it for now while I look for another job. In this game of chicken, I'll let them be forced to lay me off. After so many years, I'm not leaving without a severance.

anyone else been put on a PIP recently? I had a meet expectations for end of year stuff but had a suspicious meeting with my sup about goals and a doc of improvements and now think its weird that happened. it wasn't us talking about goals. talked to someone else from another team and they had a similar experience but had a needs improvement end of year review. neither of us got anything from HR but maybe we shouldn't expect an email at this point.

This seems like a clear pattern and a major problem, doesn't it?

There's is around 22k BNY employees in India and 23k in US... The former is increasing while latter decreasing...

15 percent of high performers across all band levels are be rated as low performers to reduce bonus pay outs. This is the next move on attrition. Next steps may be pips and subsequent layoffs. You would think a company as large as IBM would be able to handle this differently. Hopefully people who know they are high performers that get a low performance review know this has nothing to do with them and everything to do with the dysfunctional management team at IBM.

I do believe HC is essentially in trouble. With 2027 projected MA revenue change of 0.09% which indirectly affects 2026 projections, projected further MA membership attrition (up to 3 million), HC will inevitably shrink.

“They’re choosing profitability over membership in certain books (expecting membership attrition as they reprice / exit margin-dilutive segments).” Basically dropping millions of members where they’re supposedly losing money. It doesn’t look good at all.

The old rule of laying off the newest people with least experience first seems to be gone. Completely vanished. These days, tenure makes you a target. The longer you've been with Dell, the higher a chance of being laid off. If that isn't messed up, I don't know what is.

Lots of people are heading for the exits and I get it. I'd leave too if I could find a similar paying job. Anyone know where they're landing? I need some leads.

Looks like several advisors and a portfolio manager in Atlanta left TIAA. I thought wealth management was their bread and butter

URA solution worse than the problem....

Why stack rank across an individual team? It's myopic. If a team only has high performers and you're forced to cut by dishonestly ranking three reports as "least effective", then what's the point? Those reports may be (relatively) ranked as "exceeds" on a different team that has much lower performing reports that aren't ranked "least effective". Plus what if the cause of actual "performance issues" is their manager and their leadership instead of those reporting? Ding ding!

Targeted Attrition: The goal is for managers to ensure a certain percentage of employees (often cited as 6%) leave, known as "unregretted" because the company does not regret their departure.

Focus & PIPs: Employees deemed part of the URA quota are often placed on Performance Improvement Plans (PIPs) or a program called "Focus," which acts as a precursor to forced resignation or termination.

Managerial Pressure: Managers are expected to meet these targets, and if they fall short in one year, they may be forced to make up the difference in the next.

"Quiet Firing" Tactics: Reports indicate that employees may be encouraged to find other jobs or be subject to "silent sacking" to avoid the negative publicity of layoffs and, in some cases, severance costs.

Cultural Impact: This system has been criticized for fostering a high-pressure, fearful environment where employees feel pressured to leave even if they are solid performers.

Guys have you ever been in a workplace where all the original coworkers have left and you are the only one who remembers season one like a walking histroy???
now it feels like season four with new charactors and wierd energy and everyone asks questions you learned in colege years ago??
inside jokes are gone group chats vanished and the one co worker who made it tolerable was written off and i definately felt it!!
So you stand there smiling while new hires are enthuastic and say they love it here even though it was better before the reboot!!!

you keep doing the job you know where everything is how things really work and no one asked for that so you just watch them learn the hard way and never recieve credit...
it feels odd to be the last extra who survived too many seasons here for the paychek and thier stories..

If you see me quiet at work i am not anti social i am mourning the original cast?!
.... season one was elite and season four is just showing up for the check.

We are carrying excess headcount in Wealth and Brokerage SLs/GCLs. They are largely unproductive, with their primary 'output' being pointless PowerPoints for internal forums that achieve nothing. Their grades are inflated and must be cut to a Grade 7 level

Citi’s stated goal of reducing headcount from roughly 240,000 in 2022 to about 180,000 by 2026 cannot be reconciled with the headline figure of ~20,000 layoffs. Even allowing for normal attrition and divestitures, the numbers imply that a far larger reduction is occurring off-headline—through hiring freezes, role eliminations via restructuring, automation, and business exits—suggesting the “20,000” figure significantly understates the true scale of workforce contraction.

This is crazy 25% of my team on OT was wiped out. Even offshore employees were let go. I'm guessing they will be replaced by bottom of the barrel contractors.

How id everyone else's team doing?

One of the long standing and influential APAC VP in Taiwan for Test left Qualcomm recently. Not sure if she was fired or she left this bs

Skilled and experienced people can find another job more easily. They'll be the first to quit, followed by many decent people who can't meet the RTO requirements. I don't condone these attrition tactics, I think they're cheap and counterproductive. But if they have such a strong urge to push people out, why not do it strategically instead of shooting themselves in the foot?

Matt Igoe- number 2 BNSF to RJ Corman
Colby Tanner -BNSF Executive Officer to OmniTrax
Tammy Middleton - chief BNSF Chief Legal Executive and executive officer -appointed to OmniTrax Chief Legal Officer

Top 3 under Katie Farmer all to shortlines in less than a year, all of which have either taken over BNSF mechanical facilities or TY&E terminals, or in OmniTrax took over facilities only to have BNSF come in later and take them back over due to substandard maintenance and Inspections

Starting to see a pattern, of which history repeats itself, when OmniTrax came in significant cuts were made to BNSF system wide with a 10 year hiring freeze in mechanical, of which led to understaffing, increase in injuries, and foreman hiding in bushes to watch mechanical until a safety rule was violated so everyone was on a level S until they decided to terminate an employee for minor infractions, so everyone was walking on eggshells

In the modern Banking and FinTech ecosystem, BNY Mellon’s CEO and Executive Committee have become unlikely pioneers — not in innovation, not in client service, but in the industrial‑scale refinement of psychological workforce reduction. They’ve perfected a system where employees don’t need to be laid off; they simply need to be worn down until they exit on their own, grateful to escape.
This is not a strategy.

This is an operating model. Nothing is wrong, according to leadership. Turn up the psychological pressure. The model is working fine... just as expected!

Quiet Cutting
The Executive Committee’s preferred method of “non‑firing.”
Quiet Cutting is the CEO’s masterstroke: a way to shrink headcount without ever admitting that’s what’s happening. Employees are reassigned to roles so stripped of meaning that even the job descriptions seem embarrassed. A technologist becomes a “transformation liaison.” A senior manager becomes “temporary process support.” A director becomes “aligned to future-state readiness,” which is corporate dialect for “we’re waiting for you to give up.”
The Executive Committee calls this “agility.”

Employees call it “career hospice.”

Constructive Dismissal
The slow, grinding erosion of stability disguised as leadership.
Constructive Dismissal is where the CEO’s cultural philosophy truly shines. It’s the systematic application of pressure, ambiguity, and contradictory expectations until the employee begins to question their own competence.
The tactics are subtle enough to be deniable but obvious enough to be felt:

• Goals that change faster than the CEO’s talking points
• Reorgs that happen so frequently HR can’t keep the SharePoint updated
• Performance reviews that read like they were written by someone who skimmed your résumé while boarding a flight

The Executive Committee insists this is “transformation.”

Employees experience it as professional destabilization.

Managing Out the Median
The statistical purge disguised as meritocracy.
Managing Out the Median is the Executive Committee’s favorite tool because it allows them to claim objectivity while engineering outcomes. The bell curve becomes a we-pon: someone must always be labeled “below expectations,” even if the entire team is performing well.
It’s not about performance.
It’s about creating a steady supply of people who can be pressured to leave voluntarily.
The CEO calls this “raising the bar.”

Employees call it “being pushed off the bar.”

Fear, Uncertainty, and Doubt
The unofficial leadership framework.
BNY’s Executive Committee has mastered the psychological trifecta:

• Fear — of layoffs, of reassignments, of being the next person “realigned”
• Uncertainty — about roles, priorities, reporting lines, and the future
• Doubt — about one’s competence, value, and job security

This is not accidental.

This is the culture.

Employees are encouraged to internalize instability as personal failure. If they feel anxious, it’s framed as a “growth opportunity.” If they feel unsafe, it’s “the discomfort of transformation.” If they burn out, it’s “a chance to reflect on career alignment.”

The CEO calls this “leadership.”

Employees call it psychological attrition.

The Executive Committee’s True Innovation
Cost reduction through emotional depletion.
The brilliance of the model is its efficiency. No severance. No headlines. No accountability. Just a slow, steady drip of pressure until employees walk out on their own.

Across forums and social platforms, workers describe the same pattern:

• Confusion as a management tool
• Silence as a communication strategy
• Instability as a cost‑savings mechanism

The Executive Committee doesn’t need to fire anyone.

They simply need to make staying feel worse than leaving.

Closing Note
BNY’s CEO and Executive Committee have not reinvented leadership.
They’ve reinvented avoidance — of responsibility, of transparency, and of the basic duty to steward a workforce with integrity.

And the balance sheet?
It applauds.

There seems to be an exodus of iGaming executives leaving in the last several months. Is this part of the business restructuring or is Dylan at Aristocrat Interactive poaching execs from his old team?

Some folks have recently resigned.

Intel of old is gone, that much is clear
Culture - buried
Employee morale - decimated
GPTW - nothing but a fond memory

What comes next will be very telling. Yes, we are hitting product releases on time with good reviews - most of which were well in process before LBT took over. But what comes next?

I suspect in 3-5 years, you will see Intel will not be a destination job - it will be a 3rd option job. A place you go until you find something better. Intel on you resume will be worthless - just another gig.

On the engineering side, the environment will erode to where 60-80 hr workweeks are expected with no benefit - no bonuses, no parties, no break to enjoy the accomplishments. This will be come the new norm. On the MFG side, it will become a sweat shop. Lowest bidder doing the work - gotta keep those costs in line.

It will turn into a place where folks gain experience then vacate as soon as possible. Turnover will be horrendous and within a generation, the company will only exist to build things for others. No innovation / development.

It is a sad thing to watch.
/Rant

I work in Sales and there are so many whispers that we are going to get hit hard. Does anyone else feel like they are walking on eggshells every day? We have lost a few AEs already.

Generally curious if people have peaced out since RTO. I know of one person who gave notice after a week back in office. I’m guessing a number of people thought they would be let to in the last round but survived. I can definitely see more people leaving after bonuses are distributed.

Too much fat

I actually like the work I do, but the conditions are wearing me down fast. We're constantly short-staffed, people leave every month, people get laid off all the time, and the pay just doesn't make up for the stress. It's making me seriously question if I should stick with this entire field. Does it ever get better, or is this just how it is everywhere?

Let us get some idea about how many people got discouraged and have left the company. Only like the post if you left the company or are in process of leaving because of OPO closure.

There was a post months back that was probably right. 2026 is about hiring freezes and attrition with the big layoff for 2027 which will hit later this year. So, rest assured regardless of your situation the company does not care about you. It’s a machine. Stop living in the past, those days are long gone.

I wonder how many can't or won't comply. RTO is here for attrition purposes, after all.

Why is DXC letting top people walk out the door without a fight? I’m not just talking about layoffs but folks leaving for competitors and getting zero pushback. No raises, no incentives, nothing. What's the plan for the future if this is how things are being done?

I’ve heard people say TR can be a stepping stone to better opportunities and that's it. Is that really what we've turned into?

For anyone heading out of HPE or already gone, what pushed you to leave? Was it low pay, shaky job security, benefits, or something else? There are a lot of different frustrations building up, it'd be nice to know which one is in the lead.

The more you look, the more obvious it becomes that the only people who are still here are the ones who have not landed something else yet. Yet being the key word, since everybody seems to be looking. All those with options seem to be moving on fast.

Wanted to share since everything is cyclical. Looks like we hit bottom on the labor market cuts. Should start turning around very soon. That’s not going to bode well for the tops attrition plans and current treatment of employees. So far they’ve managed to retain more people than they would like; however, with the market maybe starting an upswing, the talent is about to go to greener pastures with higher pay and better treatment. Going to lose the very people they would like to keep. The only thing keeping people here are waiting another year or two to retire (most people), the hangers on do nothings waiting for severance (no offense to you, but you know who you are), and the talent that’s stuck due to a bad job market. The last class of employee is the ones they don’t want to lose, but will be the first to go.

https://www.cnbc.com/amp/2026/01/08/layoff-pace-in-december-hit-lowest-level-since-mid-2024-challenger-says.html

Does anyone actually care about people with POT 34? What does this even mean? Feels like it’s a bait to keep the slave treadmill going. My sup. Just gave me few generic next assignments and said it will eventually depend on availability and performance. Then what are YOU doing for me?In the last 5 yrs I have one E, 3O and one OWD. How much more do I need to perform! Am I f*** and should I leave immediately?

I don’t know if I’m gonna last much longer. As a top performing MAE, this new comp plan was rolled out so poorly. On top of all that, the data is beyond dirty.
I have so many accounts that should belong to Micro that roll to me (Duns even says 3 employees on SF record) Accounts that should roll to me that meet my headcount…going to Micro. I have other accounts HQ in completely different cities. One account I had a proposal out to last month is now assigned to Micro.
What in the actual F is going on. Several peers in other markets are just as upset,
Surely this cannot be planned attrition done covertly.
Thoughts?

We are getting a new CFO over here at Converse. How was DS at Nike? Looks like he ran Procurement. Good experiences? Good culture? Bad experiences? Need the details before he ramps us here so know what to expect. Only thing I heard so far was he got rid of people when he joined and the org did not have much direction from him with a lot of people having left or trying to leave. I only know one Procurement person that is over there still so giving the benefit of the doubt maybe he inherited a bad gig?

Need some info before meeting him…