#employeeengagement

They don’t care about us at the Support Office. Everything is so Field-focused now and if they want that, then they can run the show at Corporate themselves. I’d love to see what happens if everyone just mass quits, ha!

I'm tenured, multiple roles in 30 years. I finally made it to a director level. I always assumed based on the views and the way I can break down my associate engagement survey, but it truly was anonymous. Until today. I was on the CPO call and just realized they tie it all back to where we are for our annual performance reviews. Which means they know exactly who we are exactly how he answered exactly what our performance for you was and exactly what the survey said. They know everything. I've been a lifelonger of. It's a legit discreet anonymous survey. It's not quit taking it.

Is this even legal? It’s a mandatory “training” where all marketing personnel are required to video record themselves and narrate a story based on a script. In my opinion, this is a North Korean-style approach to engaging employees and creating a false perception of the company’s success, all while everyone is overworked, poorly managed, and laid off every six months!

How do you fix this?

Stankey’s memo was triggered by internal warning signs from surveys. The results showed a noticeable drop in morale and buy‑in. His solution may have backfired. How else could he have addressed declining employee engagement?

If you are a new or old employee you should have received an email from
-Microsoft Viva Glint- for this anonymous survey. There are 30 questions total that have ratings on a 1-10 scale (1 meaning strongly disagree, 10 meaning strongly agree) you can add comments to each question rating as well. Keep in mind you can accidentally out yourself if you comment something that your manager knows it is a subject that you in particular talk about. While there are anti retaliation policies at GF that will not stop management from trying to figure out who wrote which comment.

Here is your one chance to make changes in your department. If you feel like your voices are ignored and feedback is brushed aside answer honestly and rate 1's. Managers with low ratings on this survey get put under an HR microscope, too many unhappy employees will cause action to be taken based on how many employees are unhappy.

If you don't have an issue with your department or manager then still make sure you voice that in the survey and give them a good rating. Good managers and leadership are hard to come by and employees do not get too many chances to have a say in their environment.

…the owners of TheLayoff.com! At this point we must’ve tripled their ads revenue. I was checking another company here (you know, just curious…), and I’ve got so impressed that I checked others. No other company has the level of engagement Nike has. The most active one has one message per MONTH in average and we’re ki-ling it. #WinAsATeam

Saddened by this announcement - with culture being at the center of so many conversations this year, I’m disappointed that leadership thinks this is a step in the right direction for our culture (And from whose perspective? Culture isn’t what leadership says it is - it’s what employees actually feel when they work there.).

There are a lot of hardworking employees who thrive professionally (and personally) while working from home AND actually get more done there than in the office.

And those that KNOW they get more/better work done at the office make a point to go there since it’s open 5 days a week to them.

If Chevron is worried about competitive performance, focus on hiring and retaining GOOD workers who know how and where they do their best work and let them do it.

You won’t get better work from people by forcing them to come into the office - this simply reflects that leaders are more productive in the office than at home.

I share the sentiment and agree wholeheartedly with the poster. Putting it up for visibility.
OP: @b1+1k4z0p2ve

Being told by numerous people that this survey is mandatory. Any truth to that? Why would the UP force people to take a survey about employee engagement? Forcing people to do a survey about "engagement" isn't really a good way to get people "engaged." Forcing just creates more disengagement. But I wouldn't expect the UP to understand that.

The EC sends out an email today reminding everyone about the principle of "Thrive Together."

Well, let's review the principle and how it is defined on paper vs. what it means in practice.

On paper: "Our culture is built by all of us, and we lead by example. Doing the right thing matters and trust is earned. Creating an environment where everyone belongs is essential - that's how we succeed."

BNY associates are not stupid and don't appreciate being lied to or kept in the dark. That's the quickest way to erode trust, confidence in leadership and culture. In fact, these are the main reasons why people are on this site and commenting about BNY workplace and deplorable people management behavior.

Not that it matters but The People Team (or EC) would be better off to communicate early and often throughout the change process. This means acting more intentionally with greater transparency, by showing receptiveness and responding to feedback on really important people concerns, and providing clear organizational direction on people management matters. So why all the secrecy? It only leads to more fear, uncertainty and doubt.

In practice: EC wants us to thrive together by working together in office 4 days per week. The only natural consequences of this mandate are to intentionally make work-life more difficult for those not living nearby a brick-and-mortar office location, to recapture corporate control and to increase work-life inflexibility.

The EC and HR communications, micromanagement, and the lack of collaboration by 'all of us' are in direct contradiction with the written definition of how we 'Thrive Together,' do the right thing and earn trust.

Where does this leadership by example come from? Come on man!

Looking at the stats today.
Eliza Pulse
Own it. -37%
Stay curious -17%
Thrive together -43.13%

Engagement with Eliza is tanking.

https://youtube.com/shorts/-c0gCVXOV1M?si=yAUdaJAbXiNaz-Xl

This is insulting that the train wreck our c levels created is now our front line manager problem to fix.

Posts here get hundreds of views. Social media statistics indicate only 3% engagement. (Of 100 viewers there's 3 commenters) And then there are comments deleted "magically".

I don't have a point. Just acknowledging the engagement and concern. I see it in quick hallway looks. I hear it on calls. I know most people care. And I know they don't feel cared for.

Please enjoy the long weekend if you can.

Also from the main thread, morale is rock bottom and the culture has changed:

• "It's been a constant rocking boat the past few years... I used to say I liked Kroger for the stability. Funny." (Diskonnected, Post ID: @pz+1k3eddae2)
• "Hard to plan life when arbitrary layoffs happen every 3 months." (Danica, Post ID: @p8+1k3eddae2)
• "This is why no one should be ki-ling themselves everyday for these corporations. They don’t give two fu--s about the everyday people doing all their work." (Anonymous, Post ID: @kr+1k3eddae2)
• "Very sorry to everyone affected... the company is spiraling. It’s a shell of the company it once was." (Anonymous, Post ID: @m7+1k3eddae2)
• "Prayers to the parents, children, grandparents, brothers, sisters, friends—we’re all in this journey together." (Anonymous, Post ID: @kv+1k3eddae2)
• "I wish I was one of you. I'm ready to get off this boat." (Diskonnected, Post ID: @pz+1k3eddae2)

Have you all noticed the significant amount of leadership attention being given to our new analysts and interns lately?

It's quite fascinating to observe this trend, especially with all the packed events in NYC and other locations. It seems like the company media is using social engineering and a controlled audience to portray our current culture as vibrant and dynamic. This is intentional not coincidental.

You might have seen the emails and social media posts with RV and other leaders snapping selfies and mingling with the wide-eyed enthusiastic head-bobbing analysts and interns, who, if you look closely, appear to be sipping bottles of baby formula and Pedialyte while captivated by the experience!

Analysts and interns seem to be the primary internal audience that leadership has found receptive recently. Clearly, leadership is using this audience to create a false narrative and skew perceptions about the current overall corporate culture as being vibrant, dynamic and humming.

The company was already struggling, and now low morale and disengaged employees are making everything worse. What the he-l happened to this place?

There’s no sense of team spirit, no clear vision, and nobody actually guiding people forward. How this place is even functioning is beyond me.

• "Quiet cracking" is a new workplace trend where employees silently disengage due to stress, AI fears, and stalled career growth.
• Unlike "quiet quitting," it isn’t deliberate withdrawal but an unintentional decline in mental and emotional health.
• About 54% of employees report unhappiness at work, ranging from occasional to constant.
• Symptoms include lack of motivation, feelings of uselessness, irritability, and worsening burnout-like signs.
• Workers feel stuck, unable to quit due to the tough job market, leaving them unhappy in their roles.
• Global employee engagement dropped from 23% to 21% in 2024, echoing pandemic-era lows.
• This decline cost the global economy $438 billion in lost productivity in the past year.
• Managers often fail to recognize or address quiet cracking early enough.
• Nearly half (47%) of struggling employees say their managers don’t listen to their concerns.
• Training is a strong antidote: 62% of non-cracking employees receive training vs only 44% of those disengaged.
• Prioritizing training signals care, builds motivation, and fosters retention.
• Managers can intervene by scheduling honest conversations, offering new tasks, and providing growth opportunities.
• Good leadership is critical—company culture can make or break employee engagement.
• Employees can fight back by identifying the root cause of unhappiness and discussing development plans.
• If growth opportunities remain limited, staff may need to switch departments, employers, or even careers to stop quiet cracking.

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

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/

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

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

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.

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