#employeerelations

If you get laid off March through Dec, AFTER they paid you the bonus for the year before, HR will pay you a prorated amount of the bonus for the CURRENT year.

But people laid off in January or Februray, if your last working day is before the cutoff date (the date you have to be employed by to get your bonus for 2025), what happens then? Technically you are no longer employed at usb on 2/27/26 the cut off date.

DO they

1. give you 100% of your target bonus from 2025 only (since there's nothing to prorate since 2025 is over)
2. give you NOTHING for the whole year from 2025 and a small prorated bonus for 2026
3. both of the above 1 and 2 combined

Ideally #3, but #1 would be ok also. But it better not be #2 because they would be f*d up.

If you think about it, if they lay you off in January and fk you over, you would have been paid more** if you were laid off late last year instead of early this year.

Anyone with an actual answer, not speculation peanut gallery, please reply. Thanks!

After 34 quarters and 8 years of decline they wonder why customers leave.

You dont pay anyone for 8 years, but you expect to deliver AI.

These leaders are so out-of touch its unreal.

It doesnt take an id--t to work out why morale is low and the company is failing every qtr.

You need to change your focus to Employee pay to get the best out of your main asset.

If you got a 4 in only one area. The "how" . How does it really impact you ? I know people thag have had 4s stick around for years. But this was before the aggresive cuts and bora bora

Retire here
Can some one tell me if employees / retirees are no longer eligible for Star reward status ? I spent over the amount in 2025 to be platinum but I just noticed on my statement it says I need to spend 1200 more to maintain my status after 2/28/2026 . Did they change how it works for employees ? Or just the calendar of purchases made to move up a status ? I’m so confused ! As retirees we don’t get any information about changes or extra discount have to rely on here to get that info ! Thank u in advance!

Who got one? Please indicate if you are market based , centralized or an HQ employee. Seems to be a lot of confusion of who got a letter and who didn’t but was supposed to

Anyone get an email for a task to complete " Review Distribution of documents or Tasks" Titled Auto Expectation Document-Annual only to see if was canceled in WD.

Well it was seen prior to it being canceled. It's a zero tolerance policy with no exceptions. No reason to let you go. So here we go folks. Hold on the rides about to get bumpy as he-l....

I noticed when looking at open jobs internally that the pay range for the level where I'm at is lower than what it was last year. These are positions in my current geographic location. My current salary is above the max for my level where last year it was slightly above midpoint. Has anyone noticed this? How are they going to approach salary increases?

Hello, my team is being forced to RTO and I just found out I will be sharing my office space with a registered s*x offender. I’m not sure what to do, I already asked HR not to send me to the office because I don’t feel comfortable with this.

https://x.com/gothburz/status/2009386221521244406?s=46&t=8PYOIs_oDhf5yp9H30hhiw

Last September I announced mandatory return-to-office.

Five days a week.

I called it a "culture-first initiative."

Culture means presence.

Presence means badge swipes.

Badge swipes mean metrics.

Metrics mean I can prove something to the board.

I don't know what.

But I can prove it.

The announcement went out on a Tuesday.

I sent it from my home office.

In Aspen.

I have an exemption.

"Strategic leaders require location flexibility to maintain global perspective."

I wrote that policy.

HR approved it.

HR approves everything I write.

By Wednesday, 340 employees had updated their LinkedIn status to "Open to Work."

I called it "natural attrition."

Natural attrition means they quit before I had to pay severance.

Very natural.

We lost 47 engineers in the first month.

I told the board it was "alignment correction."

The people who left weren't aligned.

With coming to an office.

That I also don't come to.

But that's different.

I'm strategic.

The office costs $4.2 million per year.

Empty, it was a write-off.

Now it's a "collaboration hub."

I measured collaboration.

Average daily Zoom calls from the office: 7.4 per employee.

They commute 45 minutes.

To take calls they could take from home.

But now they're "present."

Presence is culture.

I've never been more certain of anything.

A senior engineer asked why we couldn't stay remote.

She had metrics.

Productivity was up 23% during remote work.

I said, "Productivity isn't everything."

She asked what else mattered.

I said, "Serendipitous collisions."

She asked how we measure serendipitous collisions.

I said, "You can't. That's what makes them serendipitous."

She stopped asking questions.

Then she stopped showing up.

Then LinkedIn said she's at a company that's "remote-first."

Good luck with that.

They'll learn.

We installed badge tracking software.

It cost $380,000.

It tells me exactly when people arrive.

And when they leave.

And how long they spend in each zone.

I check it every morning.

From home.

The data is fascinating.

Average arrival time: 9:47 AM.

Average departure time: 4:12 PM.

I sent a Slack message.

"Core hours are 9 to 6."

Arrival times shifted to 9:02 AM.

Departure times shifted to 6:01 PM.

Productivity did not change.

But the metrics look better.

Metrics are culture.

We have a "hybrid" option now.

Three days in office.

Mandatory Monday. Mandatory Wednesday. Mandatory Friday.

That's called "hybrid."

Because Tuesday and Thursday are optional.

But there are "anchor meetings" on Tuesday and Thursday.

Attendance is "strongly encouraged."

"Strongly encouraged" means mandatory without the liability.

I learned that from legal.

The head of product asked if he could work from home when his wife had surgery.

I said, "Of course. Family comes first."

Then I said, "But let's revisit your Q4 performance targets."

He came to the office.

His wife understood.

I assume.

I didn't ask.

That's personal.

The CFO asked about ROI on the RTO policy.

I showed him the badge data.

"Presence is up 340%."

He asked if revenue was up.

I said, "Revenue is a lagging indicator."

He asked what the leading indicator was.

I said, "Badge swipes."

He nodded.

The lease renews next year.

Seven more years.

$29 million committed.

We needed bodies in the building.

Now we have bodies.

Fewer than before.

But present.

Morale is down.

Glassdoor says we're "hostile to work-life balance."

I told HR to respond.

They wrote, "We're a high-performance culture that values in-person collaboration."

That's corporate for "the review is accurate."

But it sounds like a rebuttal.

The CEO asked if RTO was working.

I said, "Absolutely."

He asked for evidence.

I showed him a photo of the office.

Full desks. Glowing monitors. Bodies in chairs.

He smiled.

"This is what culture looks like."

It looked like a stock photo.

Because I got it from a stock photo website.

The real office has 40% occupancy on a good day.

But he doesn't know that.

He's also remote.

We're both strategic.

Next quarter I'm proposing a "collaboration bonus."

$2,000 for anyone with 95% badge-in compliance.

The bonus costs less than the turnover.

And it shifts the narrative.

We're not forcing people to come in.

We're "incentivizing presence."

Incentivizing means paying people to do something they don't want to do.

It's different from mandating.

Legally.

The employees who stayed are "loyal."

Loyalty means they have mortgages.

And kids in school districts.

And RSUs that haven't vested.

They're not loyal.

They're trapped.

But on paper, it looks like loyalty.

And paper is what the board sees.

I've been doing this for 22 years.

I know what culture looks like.

It looks like butts in seats.

Butts in seats mean control.

Control means management.

Management means me.

RTO isn't about productivity.

It never was.

It's about seeing people.

So I know they exist.

So I know they're working.

So I know I'm in charge.

That's culture.

As long as the badge swipes go up and to the right.

https://www.msn.com/en-in/news/India/this-ex-microsoft-indian-techie-is-now-sweeping-streets-in-russia-for-rs-1-lakh-per-month/ar-AA1TSC7e

Who is feeling like this is a preferred workplace? What is leadership doing to make this a preferred workplace? It seems none of the employees from 3M are part of the future. The goal is to replace everyone with better employees and bring them in as Sr Director or VP and above. If you are not already that level, you never will be.

Any current employee's here? How's the new plan going? What's the climate like in the office? Things seem very quiet. I see a few recent comments in the September post and it doesn't seem good.

I've been noticing a lot of people getting their titles bump down 1 grade level. Any insight for folks who were impacted? Did their leaders say it's either agree to it or get laid off?

If using this to track our every move why aren’t all bands (3 and 4 specifically) required to use it if not directly tied to production? Seems to me if they are looking to cut people this would be where to start - if your Verient consistently shows you are more idle than not maybe you are disposable more than others.
I am not talking the downtime because of reading an email and gathering your thoughts or listening to a recorded team meeting you missed. I am talking about the people who WAH and log in early in the morning then go about the morning getting breakfast, showering, walking the dog - THEN actually starting work or napping during the day. We all know installing Webex on your phone can help it “appear” as if you haven’t stepped away from your desk but if Big Brother can actually TRACK you are not at your desk why not leverage it as needed? I HATE Verient but if it is for some it should be for all and used the same across the board.

Wayfair really turns a blind eye on some. Im in another team but my friend heard that one of the CSO agents does work avoidance and nothing has been done. Keeps easy tickets and updates them every two days just to meet metrics when it should have been closed but goes on weeks with it open. Out of the blue the ticket metric sky rocketed.

Over the past two years, T‑Mobile employees have been operating in a near‑constant state of transition. Frequent reorganizations, unannounced job eliminations, and shifting priorities have created an environment where stability is the exception rather than the norm. This instability has eroded the sense of security employees once felt in their roles and has fundamentally changed how they experience their work.

Employees consistently hear that “our people are what make T‑Mobile special” and that this is a place to build a career, not just a job. Yet the company’s actions — particularly the elimination of high‑performing employees who were previously recognized as role models — directly contradict those messages. Individuals who were celebrated, mentored, and held up as examples of the company’s future have been let go without transparent communication or meaningful attempts at repositioning.

This disconnect between words and actions has created a deep cultural fracture.

The most recent layoffs intensified this sentiment. They were not clearly announced, leaving employees to piece together who was impacted and why. In the same conversations where employees were told how valued they are, they were also informed that more “duplication removal” and organizational changes are coming. The result is a workforce that feels misled, unprotected, and uncertain about its future.

The emotional impact is significant. Employees who once demonstrated extraordinary ownership and commitment — who would “do whatever it takes” — now question whether that level of dedication matters. When high performance is no longer a differentiator in job security, the spirit that once fueled T‑Mobile’s culture begins to fade. Instead of feeling like they are building a career, employees increasingly feel like they simply have a job.

This is not a matter of resistance to change. It is a matter of trust.
And trust, once lost, is difficult to rebuild.

If T‑Mobile is to preserve the culture that has long differentiated it, leadership must acknowledge the gap between messaging and lived experience, communicate with transparency, and demonstrate through action — not rhetoric — that employees truly are the company’s greatest asset.

(original post is 11 down)

I have worked for three companies before this one. Each had its flaws, but each, in its own way, understood something basic about decency. When I came to CVX, my fourth, I was told, again and again, that the culture was different. Healthier. Kinder. A place where people stayed because they were valued.

I believed it. For a long time, I wanted to.

Six years in, I can say without hesitation that this is the most hostile environment I have ever survived and I started on a rig in Midland, TX.

What makes it dangerous isn’t incompetence or chaos, it’s intention. Everything here is calculated. Smiles are worn like disguises. Praise is given only when it can be reclaimed later as leverage. If your work is good, someone else will quietly attach their name to it. If your ideas land too well, they stop being yours almost immediately.
And if you are noticed, truly noticed, by the wrong person, especially your boss, the consequences are swift and surgical. Threats are not confronted; they are dismantled. Slowly. Invisibly. By the time you realize what’s happening, your reputation has already been rewritten without you in the room.

Gossip is the real currency here. Cruelty, its favorite language. Personal lives are treated as public property, mined for weaknesses. An affair. A secret. A truth shared with the wrong person. Even something small, once discovered, is inflated until it becomes unmanageable. Stories grow teeth. Context disappears. Suddenly, survival feels like something you have to apologize for.

This is not a place where mistakes are forgiven. It is a place where they are archived.
I used to think cultures were defined by mission statements and values posted on walls. Now I know better. Culture is what happens in whispers, in meetings you aren’t invited to, in credit you never receive, in silence when you need protection.

If this place has taught me anything, it’s that the most dangerous environments are the ones that insist they are safe.

What is a CCG? What information is Truist obtaining and creating a database for all to see? Is it true that they are harvesting my personal information and not safeguarding it but allowing all the employees to see it across the bank?

Any new rumors or anything that’s going on with RICOH? I am a long time employee and there’s never been such silence, slow product releases, and lack of senior management interaction.

We knew it was coming but still a horrible feeling to be impacted. Thanks to outsourcing and AI everyone is at risk!

Broadcom doesn’t have much of a “company culture” but now you realize that most of the VMware culture building events were meant to soften and obfuscate the pay gap between you and the millionaire executives.

Now YOU are the millionaire.

I’d like to think that Citi would provide the usual severance package that they’ve done in the past rather than a scaled down just two weeks only.

I’d like to see Citi NOT put the squeeze on people to run them off so as to NOT provide a severance.

Unfortunately it seems that these are two rather huge “asks”. It’s embarrassing if they don’t but I’m afraid there’s too much emphasis on reclamation of money to expect otherwise.

Just out of a meeting. All EU frontline L1 and L2 managers are being made redundant. Off shore cheap cr-p labour wins

You work at DXC for 10 years and want a WFR package.
You stay because you think its the best thing to do.
You get zero pay rise for 10 years
You might be lucky (unlikely) but because of zero pay rises, your WFR package is reduced.
DXC gains either way - they can wait you out

Offer – Private and Confidential

VIA EMAIL
To:
Personnel number:
Email:
Dear
As announced on September 29, 2025, the Company is restructuring. As part of the process, you were asked to confirm your mobility to other company locations on October 6th.
You confirmed that you are mobile to
You were therefore included in the staffing selection process for roles with the Company in
That process has led to you being selected as a successful candidate for relocation to
As a result, we are pleased to offer you continued employment as:
Role:
Location:
With an effective date currently anticipated to be in
The timing of this transition may change as business needs evolve, and we will keep you informed and provide as much notice as possible. The Company’s staffing and development processes will remain in place and continue through the transition and following the relocation.
Although the Role may begin prior to your relocation, as a condition of accepting this offer you will be required to relocate to the new location at a date determined by the Company. Relocation support will be available to you in accordance with the Company policies as previously communicated to you.
Your salary and classification level (CL) will remain unchanged in the Role.
To accept this offer, please sign and return this letter within five business days from the date of this letter. If these terms do not meet your expectations, you can decline this offer. Should you decline the offer or fail to respond to the offer within five business days, at a later time you may receive further communications such as notification that you are being placed in the redeployment pool or a communication that your employment will be terminated at a later date. Once a decision is made on your termination date you will receive a letter providing you with notice of the termination of your employment as of an effective date as determined by the Company. This letter will include an offer of a severance package which, if accepted, will entitle you to receive a severance payment provided you stay employed in good standing with the Company until your effective date of termination.
Sincerely,

Employee Acknowledgement and Acceptance
By signing below, I, _

1. Accept relocation to the Location and continued employment with the Company on the terms set out above.
2. Understand and acknowledge that the Company will strive to put me in a comparable position but cannot guarantee the exact position.
3. Understand and acknowledge that should I subsequently change my mind and refuse or fail to transition into the Role or relocate to the Location as agreed, such refusal/failure will constitute a voluntary resignation. In such circumstances, I will not be entitled to notice of termination, severance, or termination pay beyond the minimum statutory requirements, if any, that apply under the Alberta Employment Standards Code (or any other governing employment standards legislation).
4. Acknowledge and declare that I have had the opportunity to seek independent legal advice prior to signing this agreement.

Signature: ___
Date: ___

IF YOU WISH TO DECLINE THIS OFFER, PLEASE READ BELOW

If you wish to decline this offer you can select the decline button on the top right side of this Docusign template. If you do not take any action, this offer will expire at 3:00 pm MST five business days from the date of this letter and no longer be open for acceptance.

Foskett - Who might be the laziest CRO on the planet. Here is 25% off and a couple of tickets to the Super Bowl. Isn't a strategy. His rolodex is ancient and hardly relevant. And we keep him around to ride around in the jet. The level of favoritism and nepo babies he has in his org is nuts! Ineffective!!!!! The other guy working for him in FIG sales. He keeps losing more people because the smart ones won't work for him - utterly ineffective and we continue to not address. It's a mess and that is why people are leaving! They do not want to make changes and will continue to bleed clients and talent. It is that simple.

Any good leadership remaining? Who are they????

I checked Outlook instead of worday and I literally have no T-Mobile scheduled events for the next few months, but when I go back, I see events on every single month like the stupid a-s powwow, and the all hand meetings. none of that sh-t is scheduled in my Outlook calendar for the next few months. I think this means I’m gonna get laid off. Thoughts? I am regular non loyalty care rep. PLEASE LIST IF YOU ARE LOYALTY OR NON-LOYALTY CARE REP WHEN REPORTING IF YOU see future calendar events.

Oh, you thought they were going to choose the most capable and knowledgeable people? Not a chance. They’re picking the ones who excel at kissing up and delivering polished slide decks to upper management. These are the folks who coast by using the work and expertise of the very people the company isn’t keeping.

They’re selecting the “yes‑at‑all‑costs” crowd—people who are just trying to hang on until the back half of 2028. Some of them even said they couldn’t relocate because of their spouse or personal situation… yet suddenly they’re taking the job?

Honestly, I hope it blows up in their faces when the yes‑people eventually leave, and the company realizes they let go of the people who actually knew the work and kept things running. At that point, they won’t even be able to operate properly.

What does it say about a company when an employee with nearly twenty years of service is actively hoping to be laid off? That's the situation I find myself in now. I've given this place my all for almost two decades, and the best outcome I can imagine is to be let go with a severance package. That's a clear sign of how far things have fallen and how broken the environment has become.

Hard to believe how much things have changed. What used to be a busy, collaborative place now feels like a complete ghost town. Empty floors, no energy, barely anyone around. It honestly feels like The Walking Dead, people just showing up, wandering around, and ki-ling time.

There’s not much actual work happening here anymore. Teams are gone or spread out, roles eliminated, and a lot of the real work seems to have moved elsewhere or just disappeared. So what exactly is the point of RTO when you come in and there’s nothing to do?

Curious if others are seeing the same thing. Is this just a slow fade until the site eventually shuts down?

“If you are neutral in situations of injustice, you have chosen the side of the oppressor.”

• Desmond Tutu

Officially open to work

Let go from Hagerstown after 11+ years, no reason given.

Anyone else having problems accessing the new prescription benefit, Rightway? Account has been deactivated. I called Rightway and was told their not sure why it's either an error, employee not eligible, or termination. This benefit just started 1/1/26

I've been through many, many layoffs at Optum and seen many talented people let go. It's tough to watch, but I've also seen a clear pattern where a lot of those people ended up in much better positions elsewhere. They found roles with better pay, better culture, or just more respect. Just something to keep in mind.

These execs DO NOT care about you. They speak nicely and then will sc--w you.