#employeeengagement

This isn’t to be negative or to drag Fidelity Abby or the company as a whole. As a younger employee I certainly didn’t get to enjoy the Ned times, by the time I joined the green line was fading away as the main marketing tactic. Nonetheless, Fidelity allowed me to transform my life from being homeless to being a successful young licensed entrepreneur. The skills I learned and the people I worked with provided value to me that is unlike any other. It was an honor to work in the branch during the growth phase and see the success of the new associates. There was change but the one thing that always stayed the same was that fidelity was home it was family it was great. We all talked up the company because we really believed in it. At some point over the last year, people have stopped singing the praises of the green machine. I watched what was once a great branch full of culture and teamwork turn into a place of fear. Sure some people work harder than others but none of us were slackers. The fear has caused everyone to keep to themselves and that is resulting in accusations that we do not want to contribute.

THE PEOPLE WHO WANT TO HELP CLIENTS ARE FIDELITY. As someone who talks to clients all day long, trust me when I say they want the old fidelity back and so do the employees!!!!!

Downvote for no.
Upvote for yes.

Let’s remind leadership who runs this company!

Once upon a time, the biggest concern was the lack of ‘good for you’ products in the portfolio. Today, the biggest concern is the lack of good leaders in the organization. How is each function holding up, is there any hope?

https://youtube.com/shorts/zidJDw00ZYo

That's that, anyone EXITED for the new merch.
Nobody really has anything better to do.

Pattern recognition exists.
Why have a random CSAW right before every 'reorg'?

I’m listening to the AI session and the BOAs and FAs are absolutely unhinged 😂 It’s honestly hilarious and kind of refreshing how funny everyone is. At one point someone asked, “Can Copilot tell people to mute their phones?” and I lost it.

(A message from the very tired Paul Revere of HR)

Greetings, Esteemed Anonymous Contributors,

We at BNY Mellon are delighted — truly delighted — to discover this vibrant digital community dedicated to spirited discussions about our organizational “evolutionary workforce optimization cycles” (a phrase we prefer over the less nuanced term layoffs).

While we typically communicate through carefully curated press releases and town halls where no one answers questions, today we bravely venture into the wild frontier of anonymous internet forums to “set the record straight.”

First, we want to assure you that we absolutely, unequivocally, categorically do not monitor this site. We would never assign interns to track sentiment, #hashtag labels categorize emotional volatility, or flag posts containing the words “reorg,” “offshoring,” or “my manager hasn’t made eye contact in three weeks.” Any suggestion that we do so is purely speculative and frankly flattering. We appreciate the vote of confidence in our operational capabilities.

Now, regarding the persistent rumors of layoffs:

We hear you.
We value you.
We appreciate your passion for rumor‑based fearmongering and forecasting.

But let us be clear: layoffs at BNY Mellon are not “layoffs.” They are strategic talent recalibrations designed to ensure we remain competitive in a rapidly evolving financial ecosystem. Think of it like pruning a tree — except the tree is you, and the pruning shears are held by someone who has never met you but has strong opinions about your cost‑to‑productivity ratio.

Some of you have expressed concern that these recalibrations seem to occur annually, quarterly, monthly or whenever the stock price declines a tick or the EC gets bored. We assure you this is not the case. Our workforce decisions are guided by a sophisticated algorithm that considers dozens of factors, including market conditions, operational efficiency, and whether your department head recently attended a conference about Eliza, AI investment and Build'26 automation. All neatly tied to your stretch 2026 Workday performance objectives which you are guaranteed not to meet.

We also want to address the perception that leadership communications lack transparency. This is simply not true. Our leaders are deeply committed to transparency, as demonstrated by their frequent use of phrases like “we’re on a journey,” “we’re transforming,” and “we’re excited about the future.” If you find these statements vague, that is because true transparency requires a certain level of abstraction. We cannot reveal everything — not because we don’t trust you, but because we don’t want to spoil the surprise ending.

Some users here have suggested that morale is low. We find this surprising, given our robust suite of employee engagement initiatives, including:

• Mandatory town halls and BK Live events with your favorite EC team
• Mandatory RTO days with no WFH or controlled WFA days
• Mandatory mindfulness webinars held during lunch
• Emails reminding you to take PTO while simultaneously increasing your workload
• Town halls where questions are pre‑screened to ensure no one accidentally asks something real
• Leadership videos filmed in front of abstract art to symbolize “innovation”
• Free donut Thursdays and of course our deliciously brewed coffee and Kool-Aid!

We believe these initiatives demonstrate our unwavering commitment to your well‑being.

We also want to dispel the myth that offshoring is replacing domestic roles. This is a misunderstanding. We are not replacing roles — we are globalizing opportunities. If your job responsibilities now reside in another hemisphere, consider it a testament to your influence. You have gone international and are now deemed export-worthy.

Finally, we’d like to address the recurring theme that BNY Mellon prioritizes profits over people. This is a mischaracterization. We value people immensely — especially the ones who help us achieve profits. Without profits, how could we continue investing in the technologies that allow us to reduce the number of people we need? It’s a beautiful, self‑sustaining cycle of innovation and involuntary career mobility.

In closing, we thank you for your continued engagement, even if it occurs on a social media platform we definitely do not read. Your feedback is invaluable, your dedication is inspiring, and your speculation is… spirited.

Please remember:

We are all in this together — though some of us are in it more temporarily than others.

Warmest corporate regards,
BNY Mellon (Hypothetically and Definitely not Legally)

i still can't comprehend the reality that there were people in a room deciding this is a necessary idea, are high level meetings just a bunch of sanitized robots? is there a culture of treating people lesser than? what has it achieved im still doing individual work plus teams meetings and not a single in person meeting

night and day difference in quality of life for the worse, just why?

Does anybody know when world appreciation week is being celebrated at Wells Fargo this year for the retail banks? Let me know so I can order my diabetes medication in advance. Cc Colleen

I am really worried about layoffs here - is anyone else worried that people are too focused on staying employed rather than doing good work? I am seeing a growing amount of toxicity (even more than usual), but maybe it's just my team.

It’s striking how the true heartbeat of many companies the frontline workers in blue-collar roles rarely voices complaints about lack of recognition. Yet those in office based positions often amplify their own grievances about feeling undervalued or disrespected. The irony is clear: genuine appreciation is seldom extended where it’s most earned, to the individuals whose hands-on labor keeps operations running.
If the company strips layers and non-essential overhead, the organization would likely continue to function, and often thrive thanks to the quiet, relentless efficiency of those boots on the ground employees. Their backbreaking, essential work persists without fanfare, without viral complaints on forums, and without demands for constant validation. In contrast, the productivity of many keyboard bound roles is far more replaceable than the tangible output delivered by those who actually build, maintain, and deliver the company’s core value.
True organizational resilience isn’t found in boardrooms or spreadsheets it’s forged in the field, by people who show up, do the hard work, and let results speak for themselves.

Creating this to discuss the circle jer… I mean town hall today

Commission upgrade for sales representatives and assistant managers. Thoughts?

Get back in the office for collaboration better results. Head of US business segment, ELT member that doesn’t apply to you. You can live in a different country.

I’m honestly having some regret about taking this job, especially after finding this forum. I wish I had come across these comments before accepting the offer, but here I am. Is it really as bad as people describe?

I started in January and my role is remote, but based on what I’m reading, it sounds like that could change at any time. I also don’t really feel like part of the team yet. I assumed it was just because I’m still new, but now I’m starting to wonder if this is just the culture here.

Is this how most people feel? Is everyone just quietly checked out?

I know it's early in the week, but has anyone found out what their AIP and merit is yet? Was hoping that manager would communicate today.

Just a reminder that with bonuses coming up, it’s a great time to donate to your favorite charities through the now sort of hidden and hard to find Community Possible Employee Center and force USB to 100% match up to $2,500 worth of charitable donations.

I figure it’s one way to make up for the pathetic or non-existent merit increases while donating to places that need it in these troubling times.

The recent influx of new hires in Spring, many of whom are early-career professionals, has required significant onboarding support—including mentorship, recognition, plus dedicated workspace and perks—to ensure productivity. In contrast, previous teams delivered results with agility, often relying on strong analytical skills and quick decision-making. It’s worth examining whether current strategies align with long-term business goals, especially given that recent growth may be tied to temporary demand spikes and uncertain future revenue. I had expected the company to maintain a more results-driven, resilient approach.

Great and about time for those that already are forced to go into the office but what about us already remote? Where is our Reward? Let me guess we keep our paychecks

Got email that they care so much about us and our employee feedback that they are having a book reading.

They just don't get it.

In the last Employee Survey, many of you emphasized how important it is to feel that AT&T truly cares about your health and wellbeing. We heard you—and we’re taking action.

....blah, blah, blah stuff about your work-life balance being a priority...

We’ll share a bit about our personal wellbeing journeys, preview what’s coming in the program, and introduce a book we’ll read together as an organization.

I feel like we are headed towards a successful future.

Exxon considers themselves to be even every time they send a paycheck. No loyalty. No consideration of the late nights or weekend work. No consideration of the weeks away from home traveling. Work your 8 hours a day and then log off. No one notices your hard work. No one will reward your extra effort. Stop caring so much.

Hey everyone should put Venmo QR codes on their email signature!! I guarantee you all that you would make more in tips from your customers than in commission!!!!

I am approaching a seven-year tenure on my team and I have long found solace in our shared atmosphere. Everyone is remarkably kind and approachable. Although we have recently encountered adverse shifts beyond our control, I have remained a steadfast advocate for collective resilience despite the prevailing negativity because I deeply honor the journey that defined every teammate’s professional growth.

Well actually, I heard BB is only allowing 7% of us to get promoted.

In 2024, it was close to 30%. In January 2025, BB told all the managers - you know all those people you decided in December 2024 to promote? Cut that in half.
As a result, promotions happened for only 14 percent of the company.

Not very energizing! Why stay?

If Waters can afford a lavish Vegas meeting for the sales team, why can't the company provide similar recognition for the scientists, engineers, and staff driving our innovation?

I’m not unsure how this new “keep asking” campaign is going to help us in PGIM. I do hope employees “keep asking” what on earth is going on with this company.

"I want to be fully clear and transparent on the great place to work programme"

doesn't mention that Cisco buys their way to the top
Ok

Apparently you can't just tell someone to do something anymore. You have to wrap it in praise and compliments or they think you're attacking them. I'm not yelling, I'm just asking you to work. When did that become a problem?

I know my success at Verizon or any job was attitude and adaptation. It was also how quickly I could get good at the next challenge and make the changes I needed that would help me win. Sounds easy, but it requires a full buy-in and positive mindset. So far, what has changed? Are we sold on the direction and does leadership value our buy-in? I think transparency is a key to moving forward and calming fears. I don't think this leadership team has shown anything of the sort. It's easy to tell a future failed leader by both actions and inaction. If the entire team isn't on board then "you ain't winning". We are lost and a plan hasn't even been clearly laid out for our success. Again, the company is trying to do this without us. Only when we are a team and valued will we succeed. Hate to break the news... we are still not valued. They count on us to do the lifting but don't give us reason, respect or credit. When the employees are here for more than a paycheck you win. When we are here for the team and to help Verizon win then we will become a different company. When leadership fights FOR us and makes US first then and only then will Verizon change and become a leader. This leader failed in his first message and it's been downhill from there.

Anyone know what percentage of people actually reach their ultimate potential CL? It is a vanishingly small number. Just another false promise.

#LeadingWithCompassion

Happy Friday, enjoy your long lunches!!

As voted on by corporate america:

#1 2025 revenue inducing change = RTO
Comply or Fly, corps always win!

Getting to see posts from those involved, sharing in real time, is incredibly sad and validating. There is a lot of value in that. Not making light of the real pain being experienced. However, the Theater of the Absurd in upon us. Then Theresa flips a table with "20% raise with AI!" Can't wait for the Reunion Show where everyone shows texts from Stephanie, Bob and Ian. Andy Cohen is unprepared for this level of insanity and that is saying something.