#attrition

Any word on cuts in the new year in 2026? Some job functions are starting to integrate AI to reduce headcount. Repetitive functions are being streamlined by AI. This is occurring from roles from accounts receivable, payable, payroll, service desk analyst, desktop analyst and more.

Some say because CNRL has a history of not cutting it won’t occur in one shot. Rather they will initially try to focus cuts on attrition (not hiring for those who retire, quit or go on disability leave). CNRL has been historically slow to take any strategy moves. With the changing economy and tariffs we will have no choice to pivot. Other industries have seen and continue to see job cuts due to AI. It’s only a matter of time before the impact is seen here.

Hold off on those expensive summer vacation to France, Germany or other places like some did in 2025. We are in for a rough ride ahead. Believe it or not AI is coming for our jobs even here at CNRL, it’s just a matter of time.

Dan, this message is for you.

Restructuring is a strategic necessity, but the way it was executed has exposed a serious problem inside the organization. Many leaders protected low performers simply because they were friends or favorites, while top talent — the people who carried teams, drove results, and supported customers — were the ones eliminated.

We saw the same pattern during the last VSP: some of the strongest minds and most committed employees walked out the door. It’s happening again, and the impact is real. When the people who actually make the company successful are gone, the company doesn’t get stronger — it gets weaker.

Verizon cannot grow if it keeps losing its best people while keeping those who contribute the least. Our customers feel it, our teams feel it, and the culture feels it. Favoritism is not leadership, and it’s not how you build a high-performance organization.

If we want to restore trust, retain talent, and win in the market, we need accountability for how these decisions were made. And we need to start investing in and protecting the hardworking employees who truly move this company forward.

They’ve made the conditions so difficult that we either leave on our own or stay completely miserable, and at this point it feels entirely by design. They’re not even subtle or creative about it anymore. What’s next?

Dell continues to keep employees who barely contribute, and I can't figure out why for the life of me. People coast through their jobs and still get the same pay and benefits as those of us working hard. Getting rid of actual low performers and keeping capable staff would improve both morale and productivity instantly.

So let me get this straight…

We don’t have any assigned desks but…

1. You can book a desk online
2. If full, join another IDT neighbourhood
3. You aren’t allowed to use other available areas in the building on a regular basis (LOL)
4. In high demand days you will be told which days to work from site
5. Attendance owners are tracking you

This is all absolutely ludicrous and ambiguous on purpose so they can say you weren’t “following the rules” and give you a lower rating at the end of the year.
And they get to determine what it means.

I’m very curious to see how many people worldwide will actually abide by this. I suspect it will not have the effect Wael is hoping it will. After all, you can only inflict this type of pain only if people let you.

After the backlash from trying to take away the purchased vacation, I hope there is a backlash here too. These rules aren’t for the betterment of the company as a whole, it’s Wael’s way to inflict attrition for people to leave on their own accord or to justify laying off.

These “rules” aren’t taking us to better long-term investments, it’s not taking us to better acquisitions.

The same disastrous decisions of burning cash through stock buybacks are being done by Wael all while telling us we can’t sit at the cafeteria if we want to.

“Only then use other available areas”
Only then when? Once? Every time? For a week? The wording is intentional.

It seems to me, Wael doesn’t need any workers at all, he seems to believe he can run the company all on his own. Maybe we should all listen and let him do it.

SBC Legacy Executives chased off all the talent and threats to upend their massive incompetence.

Some of the best folks I’ve worked with over the years are leaving Schwab on their own because they’re tired of guessing what’s next. It’s depressing to watch talent drain like this.

I am beginning to hear rumblings of some of the front line sales reps who were laid off being backfilled as early Q1. Primarily the VBG client execs, public sector and sled CEs, SAMs, and the SMB reps who were just laid off. It’s sounding like they laid off who they perceive as low performers only to be backfilling their positions for the same or similar territory come Q1.

That’s the uk offshore workforce been hit with 10% reduction from our poor offshore dayrate.
The following day my boss is telling me to stay vigilant at the well site despite the cut!
For me it’s do the bare minimum to get by.

Visited the offices in IL and TX and there isn’t anyone I recognize in the office anymore. Conferences don’t have any UOP name players. Far fall in the last 10 years. Leftovers.

People leaving in droves. I don’t think this place will hold together much longer. The whole vibe truly feels like prep for a sale.

There is a mass exodus of all job categories both in stores and at corporate in the state of North Carolina, dozens and dozens of jobs vacant in all areas (from high level corporate to entry level sales associate) all areas in almost all stores in the state of North Carolina.

Trying sh---y AI into performance is a new low.

It’s frustrating to watch the same underperformers stay while anyone competent gets pushed out. If we actually kept our best people, constant cuts wouldn’t even be necessary.

They keep cutting experienced staff only to bring in new people who take ages to get up to speed. What's the point?

The whole place feels stretched thin because we’re missing people on the floor and in management, and it shows every day.

Though Verizon was one of the dream company to work for but like many of us I thought the same, worked there for more than 14 years and gave it all. Weekend work and a tons of after hours work to make our customers happy. The company literally took 2 minutes to make me a stranger. On the good side Verizon Underpays you and I realized it more when this VZ bubble broke, I realized how much I am worth of.
In some places very poor decisions were made where poor performers were kept since they were friends with the bosses and good performers were let go just because thier focus to make the best network and $u-k up to the boss or bosses boss.
In the end Im grateful to what I got but excited for the new chapter since it will pay much more than this $hitty company was paying
Request to higher ups to please review certain regions and ask why poor performers were kept when they had multiple HR complaints against them and failed in thier previous roles, friendships/ favouritism?

If it’s true that a full RTO mandate is coming in January, that’s what will really hit us. They’ll 100% set the requirements so they’re impossible, or near impossible, for a lot of people to meet, fully aware that everyone will bend over backwards to comply given the job market. RTO will just become another way to push people out without calling it cuts.

The primary method of problem resolution here is time-based: solve every issue with excessive hours and involvement, only to face the identical issue again soon after. The organization values quantity of labor over quality of insight.

Authority and recognition seem heavily weighted toward those who endure the longest hours in this specific, insular environment. The standard expectation of 60+ hours feels like a metric for compliance rather than genuine innovation.

Many core functions rely on deeply entrenched internal processes that are often inefficient or could be replaced by widely accepted industry standards. There is a clear pattern of confusing labor with effective problem-solving—the actual value of a top engineer is in recognizing patterns and defining the correct challenge.

This model rewards effort over efficiency.

The skills fostered here appear to be highly specialized to this internal ecosystem, and those relying solely on them would struggle to compete in the broader tech industry.

The environment fosters a kind of emptiness—a focus solely on the job to the exclusion of personal life or intellectual development. Pattern recognition and proactive problem avoidance are disincentivized.

Those with external options should prioritize a strategic exit immediately.

How our beloved institution seems to have lost its soul and senior talent.

At BNY Mellon, "strategic alignment" appears to be more of a psychological endurance test than a business principle. It feels like we're in a corporate escape room where the clues are cloaked in jargon, the exits are offshored, and the ultimate reward is a Teams meeting with someone fresh out of college who thinks "mainframe" refers to a type of Sleep Number mattress.

Let's start with our CEO, Robin Vince. His leadership style, characterized by vague declarations and performative empathy, seems to ignore the fact that our ship is sinking while they outsource the lifeboats and call the iceberg "cost synergy." His signature look—perpetual five o'clock shadow, freshly steamed suit, and a Rolex Platinum—speaks volumes. While he touts "free coffee in the office" as if it's a groundbreaking perk, jobs are quietly slashed, benefits reduced, promotions frozen, and merit increases become almost laughable. Anything with a cost is either stopped, frozen, or eliminated.

Then there's the Return to Office (RTO) campaign, which was touted as a bold move toward collaboration but ended up feeling more like a scavenger hunt for badge access in a haunted coworking space. Employees were encouraged to "reconnect," only to find their teams had been restructured, relocated, or replaced by someone in Wroclaw who thinks "Waterfall" is a Spotify playlist. The real aim seems to be forcing attrition without paying severance. If you're mid-career, have missed a few badge swipes, work from home, or your office commute now involves multiple transfers and a broken escalator, congratulations—you've been strategically unaligned.

The pattern of layoffs, or "realignments" and "talent redistributions," is another concern. It feels like we're constantly under the threat of being let go, with every "quick sync" or "just checking in" message potentially signaling the end. If you're a male over 40, HR may have already tagged you as "legacy talent"—a polite way of saying "low T, too expensive to keep, too experienced to promote."

Our globalization strategy, which involves sending jobs to India and Poland, complicates things further. The result is a tangled mess of time zones, miscommunication, and Jira tickets bouncing around like the timeline for releasing the Jeffrey Epstein files. Clients notice, deadlines slip, and deliverables vanish, but we're reassured by the opening of a new "Center of Excellence" in a country where no one has met the client or used the software.

The hiring strategy now mirrors a university career fair, favoring fresh grads over seasoned professionals. These new recruits are bright-eyed, bushy-tailed, and completely unqualified, but they're cheap and can build dashboards filled with cat memes and Sora videos. Meanwhile, experienced employees are nudged toward "voluntary transitions" or given roles so meaningless that early retirement becomes an appealing option.

Our product delivery strategy is another area of concern. It feels like a choose-your-own-adventure book where every path leads to a missed deadline. Teams are gutted, timelines are fictional, and clients are reassured with phrases like "we're in the ideation phase" or "we're pivoting to a more scalable solution," which is code for "we have no idea what we're doing."

Finally, when in doubt, we call McKinsey. Their playbook includes renaming layoffs as "talent fluidity," creating dashboards that track morale using emoji reactions, launching pilot programs that solve nothing but look great in slide decks, blaming the org chart and redrawing it using a dartboard, and hosting "strategic engagement sessions" with bagels and muffins, calling it transformation.

In summary, BNY's strategic alignment feels more like a slow, grinding descent into cost-cutting madness masquerading as innovation. The only thing truly aligned is the exit door. If you're still here, congratulations—you've survived another quarter of corporate performance art. Just remember, your resilience isn't a virtue; it's a KPI. Your reward? Free coffee and the privilege of watching your job get reclassified as "non-core" while waiting for your personal release date.

Got the axe this morning. Band 8 Engr. Was doing the work for higher band team members. It is ironic that Dan wants to get leaner and perform better but keeps bloat that has been here for nearly a decade, but kicks younger employees to the curb.

Intel’s workforce:

1. fat old guys waiting to retire and
2. Young Indian h-1bs waiting to get their green cards and bolt out to AMD or Nvidia.
3. Fantasy believers in Intel bubble su6king up to mgmt
4. High paid mgmt just sitting & collecting paychecks
5. Best of the best, leaving Intel one by one

The best people leave first. Not that Medtronic seems to care about keeping skilled and experienced employees.

Intel PEs and Senior PEs are worthless commanding $400K+ compensation but delivering grade 8 work. Most need to go.

We’ve been asking for help for months. Now suddenly there are going to be more layoffs, and we could lose even more people? If that happens, I’ll quit myself. I’m already doing the work of three people. I can’t do any more. There aren’t enough hours in a day, and to be honest, I don’t want to. I’m done being treated like a robot and expected to do more with less all the time.

Been a faithful team member for 22 years and married to a corporate employee for 20 years. 800 to 1,000 ETLs will be layed off in February. The attrition will be focused in the GM areas, and the Senior Food and Beverage ETL role will be eliminated later in the spring of 2026. Tough times ahead, but these moves should help us stay competitive. Just praying my job isn't eliminated.

If the execs had any clue how many core employees on their “critical initiatives” are just weeks away from working at another company, they’d lose it. The people holding this place together are the ones leaving, and they have no backup plan for that.

So many people are hanging on to hope of change to RTO that if 5x RTO bleeds into next year they’re in for a rude awakening, and when they realize their mistake as late as they usually do it’ll be too late. Once you leave toxic T nothing can bring you back. Nobody is willing to accept 5x RTO when they can work remote or hybrid for a better company who actually respects them. The job market is opening back up, so FAFO is about to hit hard.

What will you do when all the high performers walk or retire and you’re stuck with a bunch of duds nobody else wants? Good luck!

How's everyone's sessions been going? Getting forced to give at least 5% lowers? Gonna be a fun message to deliver to whoever gets short end of stick even if you have a team of high performers, who probably are doing more after the recent cuts.

It's obvious Shell is just trying to increase the attrition rate beyond what the proper re-orgs are already doing.

Mostly higher ranking, left on their own. I'm guessing this is a sure sign that we're closing?

SB wants everyone to pitch in but his “team” is abandoning ship.

Paused, don’t have the money to pay severance. Plan B = 4 days, 8 hours to drive attrition.

I heard that we had another round of layoffs today when is it going to stop. Real talent is just getting thrown out of the window.

If you’ve been at Target long enough, you already know the script. Every quarter, leadership throws around the phrase “Talent Management.” Translation: time to trim the herd.

They’ll call it “attrition.” Some whisper “quiet layoffs.” But the reality? Someone’s getting cut — period.

The “how” is a messy art form. The 9-box moved like a chess game. Performance “indicators” twisted to fit a narrative. And don’t forget — personal favorites always seem to survive.

Let’s not pretend — sales numbers and the economy are the real puppet masters here. When performance dips, heads roll.

Based on past cycles, expect another round around late January or March.

Don’t get cozy — recession vibes are real, and this economy isn’t healing overnight.

So here’s your wake-up call. Update that resume. Polish that LinkedIn. Tap your network. Start thinking pivot, not panic.

Because when the next “reorg” email drops, it’s not if — it’s when.

May the odds be ever in your favor.

I wonder how many relationships/marriages have ended due to the last few years of chronic stress at Intel. The chronic job insecurity will take its toll.

Job and relationship loss cover 2 of the 3 types of major loss events that throw people off balance in their lives.

There’s no more talk of “Intel Family”.

With all eyes on 18a and 14a, doing employees like this is the worst thing you can literally do for the company success.

I’m almost convinced, by actions, that Intel leadership wants Intel to fail.

This company is ki-ling my mental. The inconsistencies between LOBs, multiple booking, originating, and servicing systems for a single loan, lack of accountability for not adhering to policy (changing rules, testing methodology vs behaviors) to manage results, constant turnover, not uploading documents in a timely manner, 1 million conflicting procedures, job aids, and department emails, broken and outdated links, lack of full integration of systems and procedures. I know all of us are waiting for an employee friendly job market so that we can escape chaos.

What is going with this team? So many leaders have departed and they are unable to retain talent. Place is a mess and it’s enough time to leave.

Why does leadership continue to leave from Zug? Are they finding better opportunities or are they being forced out?

NEW YORK/TORONTO, Nov 5 (Reuters) - Wells Fargo (WFC.N), opens new tab CEO Charlie Scharf said on Wednesday he expects the U.S. bank's workforce to decline further as it focuses on efficiency.
"It's likely we'll have less headcount as we look forward ... we'd like to do much of it through attrition as possible," Scharf said in an interview, noting the bank had 275,000 employees when he joined in 2019 and a little over 210,000 currently.

I have been part of the business for nearly two decades, and it’s clear that the IT department is in need of a significant overhaul. The current approach of allowing offshore teams to make critical decisions is creating disconnects with our actual business needs.

Recently, a data engineer who had been associated with AAP for 11 years on contract was let go with very short notice. Before his departure, he was required to train other team members for several months — far beyond a standard knowledge transfer. This decision not only undermines morale but also poses a serious risk to business continuity.

From a humanitarian perspective, the timing of this decision is concerning, as finding new employment during November and December is extremely challenging. When employees feel insecure about their positions, their performance and commitment inevitably suffer.

RVP’S and GvPs are told to churn and burn all store managers and associates

Push as many people out as possible (managers included) get em out, get em in at a lower pay rate

They now want frequent turnover to keep costs down, always hiring at a lower pay rate

The quality of the person they hire does not matter as long as they are low cost

Some people won’t quit, so they increase workload, micromanaging, favoritism, ect….you see this at belk time and time again

It will only get worse

Get out if you can is my only advice