#culture

Just curious, what percentage of T employees respect and admire John Stankey? I would estimate less than 5%, what do you say?

Are they tracking network logins? People are saying their manager is harassing them about being in the office at least hours a day all five days of the week.

The portal just opened and every manager I've talked to has no people changing. What a tu-d of a disappointment.

What’s your favorite place to vacation? Your favorite island? Your favorite beach?

If you could go anywhere right now, where would you go?

I was one of the grunts that was let go last week. From stories I'm hearing, directors with 2-4 directs remain, all the management in remote locations like CT and DE and those massive salaries are intact. Would have been the opportunity for real change, but nothing will change, but for hundreds of less of us grunts doing the actual work. Yes, I'm a bit bitter.

I don’t usually post stuff like this, but I wish someone had been honest with me before I joined, so here it is.

The culture here is honestly rough. There’s a lot of talk about “teamwork” and “growth,” but day to day it just feels disorganized and reactive. Communication is all over the place, expectations change constantly, and somehow everything is always urgent. It gets exhausting fast. Backstabbing is very common.

The bigger issue, though, is the pay. For the workload and stress level, it’s just not worth it. People are stretched thin, doing way more than what they were hired for, and the compensation doesn’t come close to matching that. Raises and recognition feel random at best.

Anyway, I’ve decided to move on. If you’re considering joining, just make sure you ask the right questions and really think about what you’re signing up for.

Think about this.

Most companies, when they see something causing unnecessary stress or friction for employees, try to fix it. Even small things. Shorter commutes, more flexibility, better alignment. It’s basic common sense because it improves morale and productivity.

Here it feels like the exact opposite.

Every decision somehow lands on the option that creates the most friction. The most inconvenience. The most disruption to people’s lives.

Live 10 miles from one office? Doesn’t matter. You’re required to drive 50 miles to another one.
Can do your job perfectly from home? Irrelevant. Be physically present anyway.
Teams are distributed across the country? Still sit in an office on Teams calls.

At some point it stops feeling accidental. It starts to feel like pain is being chosen on purpose.

And then leadership turns around and asks why there’s no culture. Why people aren’t going above the bare minimum anymore. Why morale is gone.

Morale didn’t just disappear. It was worn down decision by decision, policy by policy, until people stopped believing anything would actually improve.

Then you hear “there’s no loyalty anymore” while at the same time wondering why no one shows up to town halls, no one engages, no one cares.

It’s not confusing.

People don’t disengage for no reason. They disengage when they feel ignored, when feedback goes nowhere, and when every decision makes their day-to-day worse.

And yet somehow the expectation is that people should accept all of this, have bad policy shoved down their throats, and then turn around and be grateful for it. After surveys where honest feedback was ignored or worse, scolded.

That’s not just disconnected. It’s delusional.

This didn’t become a bottom-tier culture overnight. It got there because of decisions like this. Because of policies like this.

Culture and morale aren’t things you can slap on a PowerPoint and speak into existence. They’re built by listening, adjusting, and actually giving people a reason to care.

Right now, that reason is gone.

Well, that was fun, more value of the company obliterated in less time then you can chat the GPT. So many mistakes and fumbles...

Countless bad hires
Endless RIFs
Missed Quarters after Quarters (more like Y/Y misses)
Unlimited amount of Fuchsia bad fashion purchased
Mediocre acquisitions
Not retiring but got the BOOT
No longer the all female C-Suite bunchy bunch
Woke beyond belief
Endless RIFs (again... and again..) ± 1,000 people let go or MORE
Hustle in the Bustle
Off Shored Jobs - ±850 or so or MORE
6.2Bil of Value Reduced to 1.9Bil of Value
Precipitous Stock drop - 56% (or more) in two years
Endless more RIFs
Did I say terrible HIRES?

What a legacy, like a pinnacle of a legacy, like an empire of dirt or sand in the Sonoran desert.

At least she learnt how to spell AI

LOLOLOLOL..... Later!

Based on recent employee reviews on platforms like Glassdoor and Indeed, Truist has faced significant criticism, with some employees labeling it a poor workplace due to high-stress, understaffing, and poor management. Common complaints include intense sales pressure, post-merger cultural issues, and poor work-life balance.
Key themes from negative reviews include:
Management & Culture: Reports of toxic, "bully" management, high turnover, and a lack of support from leadership.
Workload & Staffing: Many employees report being overwhelmed, understaffed, and expected to handle multiple roles (e.g., teller duties while being a banker).
Compensation & Career: Frustration over stagnant pay, minimal raises, and broken promises regarding career advancement.
Morale: Deteriorating culture, inconsistent, and often, low morale following the merger, often characterized as a "chaotic environment".
Glassdoor
Glassdoor
+7

It is, without question, the most toxic corporate culture I have ever experienced. people spend their entire day pretending to be busy, yet no one actually values high-quality work or individual contributions.
The biggest bottleneck is the "management" layer. Need to clear out these stagnant leaders who have been sitting in their positions for far too long. They have become comfortable, out of touch, and resistant to any modernizing influence. They don't manage; they just occupy space and block progress.
OP: @17e+1kmn211dn

We all know this, but it's worth repeating.

The senior leadership in the U.S., particularly the VPs, routinely take credit for the work done by their Indian directors and senior directors. These VPs claim full ownership of projects that their Indian counterparts have actually planned and executed, with no acknowledgment of their efforts.
The VPs have no real understanding of how to effectively execute projects with resources in India and are completely dependent on their Indian directors and senior directors. Despite this reliance, they fail to give the credit where it's due, continuously taking the limelight for work they didn't do. The Indian leaders, who have built strong relationships with their counterparts and teams in India, know how to get the job done efficiently. The VPs, on the other hand, lack the necessary expertise and often sit back while others handle the real work.
Adding insult to injury, the VPs undermine their own directors and senior directors by pretending to be supportive of the India teams. They put on a show, claiming to protect these teams from exploitation, like avoiding late-night meetings, but in reality, they are the ones fostering a toxic environment where credit is stolen, and recognition is denied.
The directors and senior managers are too afraid to speak up, fearing retaliation or career damage. As a result, the VPs continue to bask in the glory of others' hard work, while the real contributors remain unnoticed and unappreciated.
This toxic culture of credit theft and the undermining of competent leadership is a long-standing issue that severely damages morale and fosters an environment of fear. If you’re considering a position here, be aware that your hard work will likely be stolen by those higher up the chain with no recognition for you.
Bottom Line: Look elsewhere if you want a workplace where your contributions are valued and credited, and where real leadership is respected.

The execs keep talking about the need to reduce expenses and are laying people off, yet they are paying over $120 million to get all the agents together in Las Vegas and spending an additional $15 million on incentive trips for said agents. Oh know gas prices increases costing us more…how about cancel the trip?!? Paying for Pink to entertain agents and executives…disgusting!

This place is way too complicated. Too many different groups, too many channels. One part of the company has no clue what the other part is doing. I'll be happy to be out of here, even if it's by being laid off.

There’s an unspoken expectation to always appear busy, even when work is under control. You always need to show activity. Like they want us to be constantly stressed. Sadly, these days, productivity is all about perception rather than actual results. How low this place has fallen.

Most decisions are focused on immediate results. Long-term impact doesn’t seem to ever be a priority. It leads to the same problems coming up again later and more wasted time and resources. Imagine how different things would be if we actually focused on the future and long-term results.

Every time, it’s presented like something new but in reality, not much is actually changing. This is what you get when wrong people who know little about the actual work get into leadership positions. Then we pay for it with our jobs.

Nielsen has always run on fear. Intimidation is standard. And the PIP is their favorite tool. You have to leave your dignity at the door to work here.

Layoffs ki-led any sense of teamwork. Don't let anyone near your work or they'll take credit. Hide your files. Even managers are doing it.

What you're dealing with here isn't how it has to be. I went to another big bank and everything is better. Nicer people, working tech, and leaders who actually try.

Unique among banks, U.S. Bank measures success, merit, and performance using a singular metric: The duration employees remain seated for eight hours in non-ergonomic office chairs at hubs. This approach contrasts with traditional metrics such as:

• Business Process Improvements
• Innovation
• Project Management: Management of Scope, Time, Cost
• Reliability
• On-Time address of issues
• Net Profit Margin
• Customer Satisfaction Score (CSAT)
• Revenue Growth Rate

The Top leadership do not have to worry about Child Care, Elderly Parents, Family Members with Special needs as THEY (MC - Senior Leadership) are rewarded and compensated with lucrative packages, including child care, luxury travel, and high-end accommodations near Minneapolis HQ.

Unlike an average Indian, Fun-an’s other half was born in a privileged class (called IAS) with ivy league education and background in mechanical engineering (worked at Caterpillar in 1980’s where it requires physical in person collaboration to manufacture and assemble construction, mining, and other engineering equipment to measure performance), but Fun-an’s other half strategy is not going to attract/retain/resonate with the average employee's challenges at a financial institution like U.S.Bank in year 2026, unless Fun-an wants to turn U.S.Bank into Caterpillar to manufacture physical goods or turn the bank into a sweat shop.

When you read these threads you wonder was it ever a good company? So much whining and moaning and everything is wrong and it’s always the fault of others. Perhaps simply a long-term losing culture?

I'm just curious what people's biggest issues are.

In all my years in consulting i have come across multiple fake leaders (aka.. A fake leader is an individual who prioritizes personal image, power, and self-interest over the well-being of their team and organization) but nothing like IBM consulting. Per my experience apart from a handful of leaders every other leader i encountered at IBM consulting is very close to a fake leader. seems like its very much engrained into the culture what have you seen during your time ?

Companies to work for? Are you f$&king kidding me? What a fraud - Jill Larsen via LinkedIn “puts people first and lives our values every day” what values might that be? Demoralizing and ridiculing employees. “Learn more about our “award winning” culture and current openings?

Openings? Perhaps a clean up crew from the mass casualties.

Fraud

Just saw this on Wells Fargo's board, it's coming our way too:

• Thread regarding Wells Fargo & Co. layoffs
  Agentic engineering as a standard
  Link: @OP+1kmzq8d4n

  We all knew that something like this will surface sooner or later. Now all engineers are expected to go full agentic starting right this second ( according to the communication). They even drafted a roadmap of how they envision this would take place. What are your thoughts about this move? I guess, this is mainly will affect technology but looks like some businesses will be included in this madness as well.

#BusinessTransformation #Change #Communication #Culture #Technology

4 days ago by Anonymous | 1029 views | 12 reactions (+8/-4) | 11 replies (last 3 days ago) | Reply
Post ID: @OP+1kmzq8d4n

Yeah, not gonna make that mistake again, that's for sure.

Filtering on Japan and Australia show 0 jobs. Great job tools team on getting the query working! Way to go, VZ leadership export those jobs! I see positions listed that could have been filled by people that were recently riff'd. What a BS company (leadership, that is). Bunch of greedy sociopaths and bootlickers willing to do anything to fill their own pockets.

Wouldn't it be better to hear 'You're Fired' than go through the make believe process of creating fake reviews and then dropping the ax? Thoughts?

Did anyone else notice in the Kwapcast how they're already starting to soften the language about RTO?

It was indicated that the reason they didn't go for a 3 day RTO is because they felt like they'd only be able to get people to do 1 and it was suggested that by going for a 5 day RTO, they'll be able to get people to do 3.

Hold the line, ladies and gentlemen. I think Bill D's nonsense will blow over.

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Averaging over 8 hours for the first 4 days of the week. I subtract that from my Friday hours so I average only 40 hours for the week. Just about time to go. I love the new culture that Stank has created. Have a great weekend. Remember, the Masters is next week so be sure to get bring in your personal tablet to watch from your desk on Thursday!

The Land Of Dots job cartel is for real.

I read about it here and elsewhere and thought, Ha, No.

I've seen multiple promotions and none of them make any sense.

Job Level 7 promotion to Squad Leader. She can't function in Excel, and got promoted from Level 4 to a Level 7 in less than 5 years.

Fidelity has been colonized.

So, layoffs are over and most of the VRP folks have left. David and Kari are headed toward the door. HIH hasn't gotten any worse. Spring is in the air.

With all that in the mix, how is the overall morale you are seeing among your team and co-workers in general?

https://www.youtube.com/watch?v=oU7aQ1tzBHc

Love seeing how these YEARS of instability and layoffs are finally paying off and that stock price is soaring. (Ouchy ouchy)

W.T.F.

Hint: Layoffs don't save companies.

What a s***show

Good old boys network has to GO.

Title says it all. Some areas are far worse than others.

I can't believe AIG is giving the UK off for Good Friday and Easter, bit not in the US.

Go look at the UK holiday calendar vs US, they get a lot more time off than we do.

Sad AIG doesn't treat everyone fair.

Maybe it’s because I’m just new-ish to Verizon but reading this article is the first I’ve heard of some of these talent initiatives…? Culture OS? Transparent career growth? Personalized development? Making it sound it seem like we’re some A-list people developer employer.

Am I just living under a rock or is this BS?

Manager double, triple booked, late for meetings, no clear direction to team, rude and condescending. How does one get a skip level meeting.

My analyst su-ks. Who hires these kids?