#culture

Quiet cracking describes a progressive decline in employee engagement and overall workplace fulfillment. While team members continue to meet business objectives, they may experience reduced motivation, diminished connection to our culture, and lower levels of energy. Unlike overt burnout or voluntary attrition, quiet cracking often develops beneath the surface, making it harder to identify until it impacts performance, productivity, and overall wellbeing.

https://fortune.com/2025/08/18/quiet-cracking-workplace-culture-employees-burnout-disengagement-mental-health-billions-business-loss-managers-ai-promotions/

Your divisions are dog sh-t. Always below the line of doom. LMAO 🤣

It's like losers arguing who the bigger loser is.

I have never met more people in my life who are ashamed to work at a company.

Everyone I know is looking for another job

Send a message. Do not attend. We have made clear what has to change and they have no intention of doing it. Do not give them any more of your valuable time to gaslight you into thinking everything is great. The only healthy way to handle an abusive partner is to go no-contact. Expressing your misery only makes them feel powerful.

what culture changes have you noticed over the last 5 years?

This is mostly for non-Oracle people reading this mess. I've summarized last 100 posts here on layoffs.com:

Based on the provided text, Oracle is in the process of a major, multi-phase reduction in its workforce. The layoffs are described by employees as part of a strategic shift to cut costs and reinvest in artificial intelligence (AI).

The layoffs are impacting a broad range of employees across different departments, levels, and regions.

• Geographic Locations: The cuts are confirmed to have impacted the US, specifically in California and Arizona, with 161 layoffs in Seattle alone and 143 in the Bay Area. Layoffs have also been reported in Canada and India, with "hundreds of roles affected."
• Business Units & Teams: The primary focus of the layoffs appears to be the Oracle Cloud Infrastructure (OCI) division. Specific teams and products mentioned as being affected include:
  • Fusion Applications (FA)
  • Database (DB)
  • NetSuite, with the entire support team in Canada (60 people) and teams in Kitchener being laid off.
  • JET, VB, and ADF product teams.
  • Legacy applications like EBS, Siebel, and PeopleSoft.
  • Industries such as Utilities and Construction.
  • The OCI AI team and AI/ML project management roles.
• Employee Profile: The layoffs are not targeting a single demographic. The text notes that cuts are being made to "H1Bs and US citizens," "Employees based in India and in the US," and "Employees at all levels up to SVP." It is also mentioned that "High performers" and those with "Exceeds Expectations" ratings were let go, along with long-time employees with over 20 years of tenure. One post claims a "senior VP" with "25yrs poof" was laid off.

The layoffs are not a single event but a phased process occurring over several months.

• Mid-August: The initial wave began with meetings and notifications in mid-August, with some employees' access being cut off immediately after a short call.
• September: Multiple sources point to a major wave in September, with one post stating, "EMEA will be hit in September. The list of people is in the system already." Another says, "September 2nd is what I heard for another unit in Europe."
• October: Public WARN filings in California and Washington confirm layoffs taking effect around mid-October. A post mentions, "Next round is Oct 13-15 based upon USA WARN filings in WA and CA."

The provided text suggests that more layoffs are to come and offers various reasons for the cuts.

• Total Number of Layoffs: There is no official number, but rumors and estimates range from 8,000 to "10% across entier company," which would be approximately 18,000 people.
• Strategic Direction: The main reason cited is a strategic shift to cut costs and reinvest in AI. The text explicitly states, "The supposed GDP boosts from hiring workers failed to materialize in reality due to the fact that all wages paid are getting saved instead of circulating throughout the economy." The company is reportedly shifting from a "cash cow" model to "reinvest it in AI."
• Managerial Structure: The text suggests that the company is "bloated with middle tier manager's" and that a "Mid mgmt reduction" is necessary.
• Severance and Benefits: Severance packages are reported to be "4 weeks for first year of employment. One more week for each additional year of employment. Maximum is 26 weeks." Employees have concerns about what happens to their unvested Restricted Stock Units (RSUs), with some noting that they "lost the other 3" years of stock. One employee mentions, "Our group lost a few who were close to retiring anyway but also a few who had no plans. The job market is never as good as you would like but it can always be worse."
• Morale and Culture: The layoffs have had a significant negative impact on morale, with employees expressing feelings of shock, disbelief, and survivor's guilt. The text quotes a post that reads, "You are cattle." and another stating, "I'm getting the fu--k out of here ASAP...I've never seen this before."

Do you dread going into work every Sunday night?
Do you hate every single 1x1 and huddle?
Do you panic everyday you wake up?
Do you think about SF too much?
Is it affecting your health, personal life, marriage, kids and mental well being?
Do you feel empty every day you wake up and when you finish work?
Do you know this is not right but keep doing it everyday?
Do you feel helpless? Lost?
Does State Farm make you feel ashamed? I do!

Leave! Get out, trust me there is life after State Farm. That place is a very toxic cult and do not let it destroy who you are. If you have to stay until you find something else, f-ck them at every turn. Pay that questionable claim, don't put in any extra effort, f-ck their surveys and put it in the comments. Satan runs that place! It's not you, it's them! See you on the other side!

T-Mobile has always been known as the company that shook the industry, the brand that turned customers into fans and broke the mold of what wireless could be. But when a company begins to fall, it doesn’t happen all at once—it’s in the small cracks that grow when vision loses its edge, when culture begins to drift, and when leadership forgets the heart of what made people believe in the first place.

T-Mobile’s strength was never just about towers, phones, or plans—it was about people. It was about empowering employees to think differently, to fight for customers, and to believe they were part of something bold. If that spirit fades, so does the brand’s ability to rise above the rest.

Falling is not failure, but it is a warning. It’s a reminder that momentum is not permanent, and that every great movement can lose its way if it forgets its core. The fall is not about lost sales or missed targets—it’s about losing the trust and passion that once made T-Mobile unstoppable.

The question isn’t whether T-Mobile can fall. The real question is whether it will remember why it rose in the first place. ITS BECAUSE OF ITS EMPLOYEES

I retired almost 5 years ago after 25 yrs of service in several IT departments. I retired because of how incredibly toxic the work environment had become. I come here and look at several posts, and yes, it's still a toxic toilet of despair. I bugged out at the end of 2020, right when we kicked RS out in July '20, and then here came the Stank. He is why I left. Boy am I glad I cut and ran when I did, I love being retired. I really feel for you guys out there trying to keep your heads above all of Stankeys sewage sloshing about.

Team culture is not good whatsoever and leadership is not involved at all, they say they are but they are not, and at the same time opportunities are hard to come by which is hurting everybody. This has been going on for a long time and nothing is changing which people keep pointing out but it just keeps getting worse. Leadership says they care but they don’t and the whole place is going nowhere because of it.

Just got LR’d yesterday, G10 RTP Collab. The team environment was politically charged and pathetic. Only bootlickers are safe. Not sure how I made this far in the group.

Leadership here is a mess. They talk like they know the work but they really don’t. Cliques run everything and block anyone who’s not in the circle. Some leaders lie straight to your face and HR backs them while they push people out. Employees are treated like tools, not people, and anyone who doesn’t fit in gets picked at until they give up. No wonder so many are quitting.

I can’t believe the whole ops leadership is from Roger’s communications and they are the worst leaders possible trying to be top dog creating duplication and headaches as if they know what the heck we all do. Better yet some have been here 5 months and already getting promotions to SR roles, yet the people that have been here for years working their butts off can’t get a raise. Idk how HR doesn’t see that

It’s the new right of passage for our Indian friends: the ubiquitous post on LinkedIn “Just can’t believe that it’s already been five years!”. This is how we signal that we are now ready and willing to jump into the job market to cash in on ExxonMobil’s training investment. Well done Exxon.

As I recall the survey results from two years ago were kept from us. Now they want to discuss why the results are worse than the 2023 results we never got to see??

How do we know they are worse than?
We are just supposed to blindly believe a company that has no loyalty to us and lies to us everyday?

Tell us again how Director and above are supposed to be in Dallas or Atlanta?

Tell us how many “hubs” we have?

Stankey can’t even motivate his “yes men” to follow policy, what makes him think he has any real power?
Sounds like AT&T is ask us to show our loyalty to the company, by asking us to improve the culture they destroyed.

The way it’s going now the status quo will be the demise of the company before the next survey.

I came here from Accenture after a long career with Tata and Deloitte. Perficient's culture is surprising poor compared to these firms and this has a lot to do with absent leadership. I only hear about things when something is wrong, but never hear when things are done right. Is it just me or does this place struggle to support it's staff? I've never felt more like a cog in a machine as I do here.

Hi All,
I was impacted by Layoff recently and got offer from Micron Folsom (HBM) and another competing memory company (WD/SD) in Bay Area recently for mid engineer level role. I am looking for views on how the Micron work culture/yearly performance refresher talks is as I heard about the extremely competitive bell curve based performance review few years ago (is it still present?).
Also, how do you feel is the stability right now for atleast next 2-4 years as I have been recently impacted and wouldn’t want to go through same again, need some stability from personal life perspective.
Thank you!

I started gaslighting myself by thinking about the good ole day at fidelity… then I remember being on multiple teams where women had extra children just for some time off. No, it’s always been this bad.

This place is fun and no longer used for its intended purpose. Just a cr-p talk area for us to hide in. I like to come say something nice about f5 then turn around and post something salty. Y’all so serious!

There’s a lot of anger and frustration with the Matt and Mark across EMEA over how AM, our VP of Sales, has been treated. After hitting all his Q1 & Q2 targets this year and showing years of loyalty, he’s been sidelined by the CRO—sending the wrong message that success at Appian isn’t valued. It’s disheartening to see someone who was appointed by Matt himself now left out in the cold, especially after delivering such strong results. The CRO’s bullying behavior on forecast calls hasn’t helped morale, and it’s a real shame that Matt hasn’t stepped in to support someone who he appointed and delivered results and who’s done so much for this company. Employees now know that loyalty counts for nothing here, and I suspect Matt will come to regret not standing by Americo. On top of that, the CRO has now appointed what looks like two leaders for Northern EMEA—an VP and an AVP—completely undermining the promise of a flatter structure that Matt himself championed. And let’s not forget Matt’s assurances that we’d promote and hire from within the organization—that’s clearly gone out the window. It’s such a shame, and I’m truly disappointed in Matt’s lack of resolve and courage to stand by his word.

Is my area expecting up to 12” of snow?
Yes.
Does my LOB have the capability to WFH?
Yes.
Did my LOB get the ok to WFH?
Absolutely not.
All the BS talk on Flagscape about how BofA cares about employees, is a joke.
Hopefully those who have to travel in the dangerous weather do so safely.

1-finger salute to all the top brass!

If you are at Dell then you aren't great either but just good enough.

Lol

How empty will it be by end of 2025? The first wave people are due to leave in a few months...
How long can we milk this dead cow without relo to TX?

Come back! Show us a real leader! Let's fiesta!

https://corporate.exxonmobil.com/Locations/Brazil/Inclusion-and-Diversity#Committees

Inclusion and Diversity
ExxonMobil values the diversity of ideas, perspectives, skills, knowledge and cultures. A plural and inclusive work environment enables innovation and is a key competitive advantage.

Global Diversity Framework

Through a range of programs, activities and investments, we strive to create and maintain a diverse workforce representative of the numerous geographies where we have business. Our Global Diversity Framework is the foundation for this approach, with three interrelated objectives:

Attract, develop and retain a premier workforce, from the broadest possible pool, to meet our business needs worldwide;

Actively foster a productive work environment where individual and cultural differences are respected and valued, and where all employees are encouraged to contribute fully to the achievement of superior business results;

Identify and develop leadership capabilities to excel in a variety of international and cultural environments.

Policies

ExxonMobil’s global policies diversity and inclusion promote and prohibit any kind of discrimination or harassment in any company workplace These broad policies cover all kinds of discrimination.

Committees

We support global and Brazilian employee networks to foster an environment committed to diversity and inclusion. These voluntary employee-led groups offer networking, professional development programs, community service, and mentorships to new employees.

PRIDE – People for Respect, Inclusion and Diversity of Employees

PRIDE exists to positively impact Inclusion and Diversity to leverage business at ExxonMobil by advocating LGBTQIA+ equity. Our mission is to support our employees and allies, and to encourage awareness and consciousness of diversity and inclusion issues around s-xual orientation, gender identity and gender expression in the workplace.

WIN - Women's Interest Network

WIN’s mission is to facilitate the professional evolution and personal growth of all women at ExxonMobil. We have developed a program to understand what women are looking for, both professionally and personally, and also to continue developing skills to have more career opportunities.
WINs mission is to facilitate the professional evolution and personal growth of all women at ExxonMobil. We have developed a program to understand what women are looking for, both professionally and personally, and also to continue developing skills to have more career opportunities.

BEST – Black Employee Success Team

Our mission is to serve as a support organization that provides mentoring, coaching, and networking opportunities to enhance the personal and professional development of black employees and further the business objectives of ExxonMobil.

Our mission is to serve as a support organization that provides mentoring, coaching, and networking opportunities to enhance the personal and professional development of black employees and further the business objectives of ExxonMobil.

VIP – Volunteer Involvement Program

VIP is an ExxonMobil initiative that encourages employees and their families to volunteer by donating their time and talents to institutions with civic, cultural, educational, scientific, recreational, or social welfare goals. Activities are carried out, such as reading circles, clothing and food campaigns, tree planting, among others.

COH - Culture of Health

The committee's mission is to improve the health, quality of life and productivity of employees by providing an environment and resources that actively and consistently promote healthy and safe behaviors.

GBK - General Business Knowledge

GBK seeks to create learning opportunities that increase employees' general knowledge about the industry and ExxonMobil's business, supporting the continuous development of our workforce.