#culture

I heard from a friend about a role in GT that’s currently open. They sent my resume and cover letter to the hiring manager on Friday. He tells them today that the position can only be filled from within GT. I sit in another LOB. Can anyone explain why this is happening?

That should be Medtronic's new motto.

I looked at who survived our last two layoff rounds and it's baffling. People who haven't delivered anything in years are still here and people who carry the whole team got cut. Someone decided that. Someone looked at the list and signed off. That person has terrible judgment. They should be at the top of the list when the next round comes.

Seven years of clients screaming at me over things I didn't control. Seven years of managers watching my screen. I walked out three weeks ago and I'm still exhausted.

I've been through a number of layoff rounds here and the pattern's always the same. Pull the salary report. Highlight everyone above a certain number. That's the core group. Then grab a few lower paid people from different teams so the demographics look balanced. It's not about performance. It's never been about performance.

I posted an honest review of this place six months ago. Detailed, factual, not emotional, no swearing, no insults, nothing. It lasted I think four days, if not less. I don't know how they do it, but Xerox management is definitely requesting some reviews be taken down.

Watching promotions roll out is something else as well. It makes you really question if performance actually matters even a single bit. To say the names on that list don't always match the people who carry the weight daily would be an understatement. It's hard not to notice.

• What reorg has accomplished the stated goals beyond short terms savings from firing people eroded when they had to hire the people back to run the business?
• What big, disruptive strategy initiatives have actually been delivered beyond some instantly outdated chatbot? What from the ET's AI roadmap has actually been delivered and successfully?
• How long does your ET get to blame people that were let go or pushed out for their shortcomings? Some have literally been doing this for years.
• How many top performers get pushed out while you just keep adding heads to compensate for chaotic programs like Salesforce as those you kept have no idea how to run a CRM, including the new CIO?
• How much money do you waste on BCG, McKinsey, etc. with no results to show for it?
• How long do you keep an ET that has a "provide customers everything and the kitchen sink" approach vs having an actual, modern, and innovative product strategy? There is 5 ways to buy every product at pricing that makes no sense to us, never mind customers.
• How many leaders can you hire that have no idea what they are doing, such as the CDO, CFO, new CIO, and many of those leading Engineering, while you fire the people that did the actual work and knew how things worked?
• How low are you willing to let morale go before the company is not longer functional?

No one has any faith in the employee survey. No actions are going to come from it.

In the Southeast ( Georgia), they want to continue to humiliate you with a call at 430 on Friday if you don’t sell 15 new lines a week in micro under the new leadership . Asking you what you are doing to hit your number, why you missed your commit, and what you are doing to make up your deficit. They belittle and degrade you too.

Not only that but they want you working on the weekends (7 days a week) until you sell 15. They are telling you to go to flea markets and stuff. This is ridiculous. Micro sux and so does t-maybe

After the layoffs rounds how the daily routine looks like especially regarding direct mngr? Do you still have as usual 1:1? Are the layoff questions brought up on th meetings or mgnrs behave like nothing happened?

Recently the PTOs are auto approved and not from the manager, anyone noticed this in the past that affected their role?

Interviewing @Elevance... What are your thoughts on it? What are the pros and cons, and are there any hidden downsides to watch out for? It sounds almost too good to be true.

If you know your stuff, you'll solve any technical problem. But you can't fix toxic. You can't fix dysfunction, disrespect, or incompetence. The people who actually do the work get undermined, questioned, and suffocated by a culture engineered from the top. I've never stressed over a task, sometimes I've even been proud of the outcome. But I dread coming in because of the people and the sick, bloated beast this company is.

We are back to pushing new accounts for anyone that walks into the branches. “Leadership” is pushing for anyone that walks to leave with new credit card, new savings account , new checking accounts, mortgage and investment referrals without asking the customer their true needs. Back to the old culture as if it ever left.

In the BNY annual letter, BNY leadership credits ‘culture and connections’ for our strong performance. Really? Or is this just a poetic way of saying the balance sheet looks fantastic when thousands of employees mysteriously vanish through ‘efficiency initiatives.’ Apparently 2025 was a triumph because nothing boosts margins like RTO‑driven attrition, frozen hiring, and AI agents quietly absorbing entire job families.

And 2026? Even more ‘opportunity,’ which is corporate code for deeper cuts wrapped in inspirational hashtags emojis.

But don’t worry — leadership says we’re all thriving together. Afterall, check the stock price and EC Compensation Plans. Some of us just happen to be thriving right out the door.” #onwardandupward

While the culture is terrible, one thing the bank does offer is the Skills Academy. This is a huge opportunity to gather and learn new skills for your next opportunity. Not many companies offer this type or level of learning. Take advantage of this while you are here. It’s a huge advantage to add these skills to your resume. Especially any AI courses you can take advantage of. Times are tough, jobs are scarce. Take advantage of what you can. Skills you learn here are transferable. Take advantage!!!

For too long useless management employees have been su-kling the te-t of AT&T, fattening themselves off of the milk of other’s labor. Let the layoffs begin so we can maximize revenue per employee and become a market based culture where you have to compete for your position and earnings in the company.

This site should be one that provides information for those who have been affected by a layoff. It has devolved into name calling, bashing the company, and just saying mean things about current employees. Seriously, if you just want to say mean stuff, go post on Twitter.

There are repeater posters on here that are doing nothing but trying to scare people that all is lost. You should be ashamed of yourselves.

Been reflecting on this lately and wanted to share. The new PMP Process has been a real game changer for how we get work done. Its simplified so many steps that used to drag on forever with all the old layers and approvals. Now things feel cleaner, priorities are clearer, and we’re actually delivering results quicker without losing the important checks.

What I like most is how it lines up well with the We Lead behaviors. Leaders give clear direction, teams stay aligned, and everyone still has a voice in the key decisions. Cross functional handoffs are smoother, less back and forth, and projects that used to stall are moving forward. In my area we just closed out a couple deliverables ahead of schedule that wouldve taken weeks longer before.

Chevrons new approach here feels spot on. Its helping build that operational resilience and shared purpose while keeping us focused on what really matters. Makes the culture feel stronger and honestly one of the reasons Im optimistic about staying long term, even with all the changes in the industry.

Anyone else seeing the same benefits from PMP? Especially curious how its playing out in the field or ops side. Are you noticing faster delivery, fewer bottlenecks, or is it landing differently out there?

Would love to hear real experiences.

Cengage is falling apart. Let the CenForce live on in all the former employees.

Before Altice USA take your child to work there was huge here. The gradually reduced to something that’s pathetic. This year didn’t even exist. What a pathetic company it used to be a place you were proud to share with your family. No more.

Some in management loved to play political games in the company. Like it was fun. Why? Business isn’t a game for those trying to earn a living.

Sure, revenue's way up. But the culture and morale are in the underworld--seriously it's depressing. Run like a prison daycare if that's even a thing. Senior leadership is awful and arrogantly tone deaf. I give it 2 quarters before it's 80% black screens and nothing but fresh college grads to try and pick up the pieces as they continue to crumble. The ship ain't crashing, it's being sunk by ignorance. AI, Saleschat, and ODW will NOT save MB on its current course.

Seriously???? They latch on and never ever leave. We farm out more and more work and all they care about $$$$. What a way to destroy a culture. I honestly think we'll never

So be a yes person and have no opinion of your own? Kiss your bosses a$$, shake your head up and down and get in line? Definitely not a culture or company that I want to be a part of anymore, regardless of what today brings.

I mean, the leadership is terrible, the ability to grow professionally is nonexistent, and fear of layoffs are a constant thought. But the people are awesome, I love the culture of inclusivity, and I like browsing the Slack channels. This is my favorite company I’ve worked for in terms of colleagues.

I’ve still got one foot out the door but the people here have always been awesome. Just wanting to bring some positive vibes.

Business is tanking. Products are not inspiring. Leaders are performative

Where have those quarterly surveys gone I wonder?

I started in 2010 under the Rust years. The golden years of State Farm. Ed treated every employee like family. I worked in the old Mid America Zone and boy were we treated right. I had coworkers in the Murfreesboro and Newark offices who loved coming in. I knew people in Kalamazoo and Winter Haven who were working when Ed Sr still ran the place.

Fast forward to Tipsord. We knew he was going to change things, but he didn’t hide it. He knew what he wanted and despite the old culture pushing back and keeping him in check - after COVID he at least had some respect for us (although more likely he knew he was retiring soon and didn’t care anymore).

Now we have Farney. He’s been with the company for decades. Several soon to be retirees thought (as I did) that he’d bring back the golden era (or at least something akin to it). Boy were we all wrong. Everything that comes out of this man’s mouth is ‘we do it because our competitors do’. What happened to the State Farm that led this industry? What happened to the State Farm that treated customers like neighbors because executives treated employees like family?

It’s a sad day when people in the HUBs have to go in office more when 40% of the workforce gets to work from home full time. This company isn’t State Farm anymore and honestly I hope this year shows the board that the current C suite is not equipped to be leaders.

Today we were allowed to bring our kids to the office in Lake Mary
Total fiasco, no one did.
Who would bring a kid to this he-l? Lol
It really worries me how clueless these people are.

Windstream/Kinetic employee here looking for advice or feedback on all your former leaders coming over here. They are not making friends and ripping the company that we spent nearly a decade building apart. They have come in like a wrecking ball and it seems if you are not part of their inner circle then you don’t mean anything to them. They might be smart folks but their people skills are awful and the only opinions they care about are their buddies they brought over. Are you happy they are gone or do you miss them? Help me understand my future lol

and among those upper/middle managers trying to claw their way up the ranks and leaving a trail of bodies. Too many a$$holes agreeing to whatever they think their higher ups want to hear. Of course, pointing to whatever is convenient to blame when their plan doesn't work.

The leadership of the outpatient UM team needs a rehaul. They don’t know the operations or business well enough to be in those positions and it’s like a high school clique. No room for feedback and snotty bullying like a bunch of mean girls. I’m surprised with all the changes they haven’t used this as an opportunity to get some talent in there.

It's in the air. You see it in how people walk, how they talk, how they avoid eye contact with certain managers. Everyone is afraid. Afraid of being next. Afraid of speaking up. Afraid of a bad review that could lead to a PIP that could lead to being walked out. That's the culture at Exxon.

Not some. All of it.

This place is garbage. The employees are mediocre at best. I don't respect a single person I've worked with here. If you want no growth and endless politics for a decade, this is your spot.

Oooooh, they went for the talk show format! Cringe-worthy.