#culture

I read that when Schwab wants you to quit they start write ups and the compliance team starts questioning your every move even if you are doing nothing wrong.

Eventually Schwab sits you down and asks you to resign or else they mark your licenses.

This feels like blackmail, how should one navigate through this situation and how should one answer probing questions from compliance and management?

PepsiCo called they want their toxic CIO back lol as pep employees are having a field day with all their toxic bosses.

What is it with DXC staff and email. I'm Cc'd on endless message chains. It's literally a full time job just trying to keep on top of reading it all. Can we not just have some propper systems. Unless directly asking me - I do not need to know. The point is when I do need to know - I'm not included!!! I give up on this place...

so flaming...

mindi cox of o.c. tanner says skipping them sends the wrong cultural message

simple, sincere gestures—letters, small parties, practical gifts—go a long way

most employees plan to attend celebrations this year, showing a desire for positivity

compensation talks should stay separate from holiday appreciation

https://fortune.com/2025/11/24/should-companies-throw-holiday-parties-after-layoffs-employee-gifts-economic-uncertanity-morale/

I joined this company when it was still considered a start-up and was part of its incredible growth during Covid, as well as the major decline it is now facing. Here are some things I noticed.

Management is not in tune with the market.

I hate to say this, but numbers were falsified during the CG buyout, which caused a hard fallout between the former management and CarGurus.

Many of the leaders who are still there are in over their heads.

CarGurus hit the panic button and laid off too many people at once, which led to a decline in dealers on the platform.

During Covid, CarOffer sc--wed over a lot of clients, which resulted in our reps getting kicked out of 20-group meetings and Auction Access taking rights away from CarOffer.

I think of that Harvard Business Review article from like a dozen years back - "Stop Trying to Delight Customers." It was seminal and is still memorable all these years later. The crux of the article is that "delight" is temporary, unsustainable, doesn't guarantee loyalty, and is less effective than focusing on reducing overall customer effort. Delighting customers with surprise and exceeding expectations is often fleeting, as novelty wears off, but a consistently positive but effort-free experience is what truly builds loyalty. Instead of trying to delight, we should focus on making interactions smooth and problem resolution effortless.

So hearing Kyle talk today about "delight" and every time Dan mentions it, seems to me like a throwback to the early oughts.

Can they just admit they made a mistake and bring back Sudhir?

I can tell already this is going to be another useless "training"...

How much longer before you let employees know that we are being sold to another company...

Trying to split britive permissions down to granular level based on what a random vp in cyber thinks a developer does. Fails to account for the fact we've been doing every role since frank's reign of te---r. I for one am going to feel great saying I cant do the work because cyber says it's not my responsibility

Our team is not having any holiday event this year.. curious is other teams are doing something. If yes, is it comparable/better/worse than previous years?

Most "news" organs aren't covering what's happening at WF. Maybe if people called their local newspaper and TV news stations, they would start reporting on WF's "management" approach.

It says "Set your holiday status. Need to run to the oven to get your holiday prep ready? let your team know!".

So are they encouraging us to take care of personal errands at work?

ABU was among the first business units to move toward modernization and, in the process, implemented unassigned seating. The experiment failed spectacularly, creating widespread frustration and ultimately forcing a reversal back to assigned seating.

It’s hard not to ask why we continue to repeat initiatives that have already demonstrated clear and predictable failure, rather than learning from past experience.

As our company fights for direction under this clueless CEO with the motto of “ Do less with less” and the leadership that has no concern for morale or wellbeing of employees it is alarming of the feedback among the people actually doing the work how unsecured everyone feels!!!! It’s no secret that our GOA wells are declining and we have no major plans in sight to keep the pipelines filled. Something big is brewing and we are left in the dark, word on the street is a major change in 2026 is coming.

There is so much racism, hate and bigotry here. Can we stop this?

This forum used to be a source of (relevant) rumors, information and mutual support. It was great. Let us go back to this. Do not let trolls and id--ts ruin it.

While the leadership took this one big unpopular decision , i really hope they flatten the org structure as well

I doubt if most people leaders do enough work compared to an individual contributor.

Mostly they just create unnecessary recurring meetings, present useless slides and cascade down a word vomit of useless jargon

We need more doers in the company and less talkers

"All animals are equal, but some animals are more equal than others,"

This quote best summarizes how I would describe BNY.

Took a new role at another bank but wanted to say thanks for those who posted on here to help others.

I’m gonna miss the devoid and detached emails from Emily as she rammed a company pillar up our cheeks each Monday morning.

I’m gonna miss how they built an office with features we can’t afford because wages didn’t come close to keeping up with inflation and any merit raise covered the cost of health insurance increases.

Keep your heads up if you are still trying to get out. And remember, buy Bitcoin. Or if Robin has his way, Malaysian bonds.

How many of you agree that one of the first signs a company's leadership is beginning to fail, from top to bottom, is when feedback is disguised as praise (so you have a chance to keep your job and not be targeted in retailation) and true collaboration is nothing more than an echo- chamber to stoke egos?

Is this the new norm for most American companies? It sure seems so.

I haven’t felt like we’re building toward anything in ages. It’s all maintenance mode, at best. I’d almost welcome being put out of my misery if the job market weren’t so bleak. No real options out there, so we’re all just stuck. The worst feeling is fearing the loss of a job you don’t like at a company you can’t stand, simply because there’s nowhere else to go right now.

I dread Mondays. The whole office just reeks of undistilled misery.

Why are you greatful for AT&T ?

I regret every extra minute and every bit of effort I ever put into this job. Stellar performance meant absolutely nothing in the end. At my next job, if I’m lucky enough to find one anytime soon, I’m becoming the master of coasting.

Cisco should have dominated Collaboration. Back in 2004 they bought Dynamicsoft, which had the best VoIP engineers in the world, bar none. So where did all of that go? Only very poor leadership could waste an advantage like that.

Cisco could have doubled its stock price during the pandemic, but it gave the market away to Zoom after years of constant layoffs. The ELT seems unable to do much else. Even when a team is performing well, they still reorganize it to the point of damage, as if success itself is something they do not trust.

The company is fundamentally obstructing its own progress. It continues to retain individuals in critical roles because of an ineffectual HR department that lacks even a basic command of employment law. Why? Because the organization has placed directors and senior-level personnel whose academic backgrounds are in fields such as exercise management, and “senior HR” leaders whose primary experience consists of processing payroll at Lowe’s—professionals who are profoundly underqualified for the responsibilities they hold.

If leadership wants to understand why revenue continues to decline, it must look directly at the root cause: an HR infrastructure that is too weak, too inexperienced, and too uninformed to stop the organizational hemorrhaging. Meanwhile, employees with decades of rental-car experience remain in sales roles where they contribute little beyond drawing an hourly paycheck, draining the company while offering no measurable value.

And, remarkably, the company even elevates individuals to director-level operational roles despite behaviors as unprofessional as vaping inside fleet vehicles.

Verizon sounds like a "Snake Pit!"

I'm glad I'm not working at Verizon anymore as life is too short to drive yourself into the grave with stress.

It's no surprise then that so many Verizon employees suffer from Cardiometabolic conditions like high blood pressure and Type 2 diabetes; and mental health problems like depression and anxiety.

This environment at Verizon to me is more "Black Friday' than going out shopping for one day sales.

So let me get this straight...they have 150 locations minimum that are in need of renovations which include carpet, paint, new wrap stand and MOLD removal, but now they are going to open 2 new concept stores for rich people expecting them to pivot to Belk brands? Impressive leadership around these parts..

... let's hear this Season's "airing of grievances"

So many laid off VZ comrades are posting “so grateful to vz” posts all over likedin - social media is so cringe

if you live in Capetown...https://www.glassdoor.com/Reviews/2U-Reviews-E324050.htm?sort.sortType=RD&sort.ascending=false&filter.iso3Language=eng&filter.employmentStatus=REGULAR&filter.employmentStatus=PART_TIME

Is anyone out there selling or deploying Dell Private Cloud? It seems like we are just selling on promise at this point, and I do not trust this company to execute the vision into reality.

Where you at?

I spent years in BNY, hopping around different departments. I never had some grand master plan — I just kept saying yes to new things, even when they made me uncomfortable. Eventually I landed in a certain role, and that’s where things really kicked off. The pace, the learning, the exposure… it shot my progress forward faster than I ever expected.

And here’s the mad part: that role ended up opening the door to a new job somewhere else — with a salary jump so big that if I told people the number, they’d probably laugh in my face.

I worked with some cracking people and a few brilliant leaders in BNY. Culture? Absolutely rough at times. Still, it taught me a lot. Sometimes the hard environments are the ones that push you out of your comfort zone in the best possible way.

What I’ve learned:
You grow the most when you’re a bit uncomfortable.

Learn everything you can while you’re there.

It is possible to get a massive pay rise in there but only if you make yourself valuable.

Don’t let anyone tell you progress has to be slow or modest.

I’m very happy with the move, grateful for the journey, and honestly still a bit stunned at how much life can change when you quietly keep your head down, get really good, and back yourself.

ARE YOU OUT OF YOUR MIND??? Whoever decided that scheduling can be automated has not spent a single day in this department.

Everyone in the top leadership is deluded and your subordinates are too scared to speak.

I believe that many of us as professionals fully acknowledge the necessity for our company to adapt and respond dynamically to evolving market conditions.

However, I believe the primary concern we are facing as a team is the lack of transparency from leadership. It is disheartening that employees often have to turn to external websites like this one and forums to learn about important developments, decisions, and updates affecting our work and the company's direction. This not only breeds uncertainty but also undermines trust and morale.

We kindly ask: Why can't the leaders of this company prioritize transparent communication directly with employees?

We believe that addressing this would strengthen our collective commitment and morale!

Signed, a loyal long term VBG employee.

As a lowly technician with 25 years, this is the best time of year to work at this place. Most of the middle management is on vacation, we work on important things that have to be fixed right now, but the everyday micromanaging bullsh-t has disappeared until January 1st. I can come to work, do my job, fix things that are important andhave a stress free day. Thanks to all the managers whose absence makes this place better……

Approximately 2000 employees are part of this Layoff. All those who had approaching and needs improvement are on the list. If the 20 to 25% numbers are not met ,all other rules come into play. Be prepared. Training session for Directors and ADs will be given tomorrow or Tuesday and announcement will be post that. VCG is going to be badly affected. VBG, N&T, VCG Business, CSG, are equally affected by avg of 20% AI&D with the least by 15%.
There are going to be changes in AVP, Senior Directors , Directors when the Agile delivery to be rechristened with one more useless way of execution supported by all leaders who follow them BLINDLY coz they want to "try".
This org will only sustain when all leaders above Sr. Manager stop focusing on defects and start focusing on strategy, with inclusion at all levels get the inputs from all rather than "designated" architects whom they think can change the entire world. The team that is responsible for all this is the ATO and its futile process implementation which is not studied but rather theoretical. BTW i am Top performing for the last 2 years. so all the above is a frustration of me going to stay here with a load of work, loss of knowledge from so-called "non performers", loss of vendors who had been in the system for more than 2 years . Everything is boiling down to the people who are going to stay. A meagre call will be done under senior director or AVP to boost "MORALE" which they think all others are fools for their gimmick to be played. Its a wake up call for people like me to move on. Verizon is going into a blackhole which will also pull us into it, while many think this is safe haven. All that matters is "Shareholder Value" and nothing else. ALL EMPLOYEES ARE JUST NUMBERS. Get out of this number game.

Finally check this prompt in Gemini
"What if the 50% of the laid off people join T-Mobile or the 13000 people move their connections along with their family connections to T- Mobile"

After the thanksgiving day off. it is hard to be thankful for working at US Foods for the first time in my just over 10 years here. I am here for work and see everything diifferently after reading all of these posts last night. My husband and I agreed that I should look for a new job because I woman of faith and I cannot honestly like making this company succssful when we can just wave off what is written on here about this Mr Kernel man. It is an insult to everything we are suppose to stand for. I have given over a decade to this company but will look to a new venture in my future where I can work for a company with ethics? I can't give any more.

With a sad grey D as our logo

I’ve been around HPE (HP) a long time, and I’m still hopeful about this company. But it’s only a matter of time before there are serious changes at the top, Antonio and parts of the board included. We need to clean out the toxic, arrogant pockets of leadership, rebuild a stronger executive bench, and refocus on performance and execution. Somewhere along the way we drifted from our roots as a true engineering company. I never understood walking away from Silicon Valley when the core talent, partners, and competitors are all based there. The Houston centric culture of optics, and weak management isn’t helping; we’ve got too many VPs and Directors and not enough doers. I wouldn’t be surprised to see activists like Elliott turn up the pressure, especially with large institutional HPE holders like BlackRock and Vanguard watching closely. HPE can get back to being great, but it’s going to take a reset in leadership, culture, and how we invest.

I used to respect this place. But that respect faded slowly as priorities shifted and so many promises were broken. There were bright moments but they’re drowned out now by short-term thinking. I respect the few people who try, but the institution feels worn. It's over.