#employees

Any employees injured or ki-led?

If every 10 employees lose 3 positions while management remains unchanged, the organization should also evaluate manager-level roles. Workforce reductions should be based on efficiency and business needs at every level—not only on frontline employees. A balanced approach creates fairness, accountability, and a leaner organization.

So USAA is doing corporate investigations on lower level employees for RTO, yet they keep hiring executives to be remote, how hypocritical is that? I submitted a JAR earlier today once I saw on LinkedIn the new Chief Information Security Officer is remote. My reasoning, my director is remote in San Diego, ED is remote in New York, a girl on my team remote in Hawaii, and another girl remote in New Mexico and a guy remote in Iowa. Yet I’m the only one in office (Charlotte) and I live in South Carolina, but since it’s only 58 miles and not 60, I’m told to be in office.

with Accenture's stock price falling today, will there be more layoffs w/the employees who moved over their from the mothership ?

Does anyone know how many full time employees we have in the US? How many per group? VCG, CMO, VBG, etc

All business units have targets to reduce by 10-17% headcount. Many long term Essilor side of the house employees impacted in favor of Lux employees

Have you received your letters? It seems like there was some manipulation to get rid of unwanted employees.

CTI location sux and upper management doesn’t care about their employees!

Does anyone know how & when the OWBPA (Older Workers Benefit Protection Act) will come into effect for employees over 40? Before making any decision, I want to clearly understand:

• The specific rights of employees over the age of 40
• The consideration period (typically 45 days)
• The revocation period (typically 7 days)
• Whether an age disclosure list will be provided & when
• What happens if I decline to sign the release after acceptance.

Please do not confuse these questions with the timeframe we’ve been quoted to apply for the VSP.

Just heard about employees let go in Underwriting in Hudson (RMBC). Anyone know anything?

is whether the new guy will be good for employees. That's all I care about. We've had others that have been good for the company and the stock but not for us. I hope this one will be different.

Takeda Pharmaceutical, Massachusetts’ largest life sciences employer, is preparing to lay off 247 employees in Cambridge, with cuts beginning as soon as July 1, 2026 and some possibly extending into 2027.

The article is posted here: https://finance.yahoo.com/sectors/healthcare/articles/largest-mass-biotech-employer-axing-181441933.html

The layoffs are part of Takeda’s broader Transformation Program, approved in March, which aims to save about $1.2 billion annually by 2028. Globally, Takeda plans to cut around 4,500 jobs by March 2027, which is less than 10% of its workforce. The Massachusetts layoffs are included in that global figure, not an additional round.

A major driver is the sharp decline of VYVANSE, Takeda’s ADHD dr-g, after it lost U.S. patent protection in August 2023. U.S. sales reportedly fell 63% last fiscal year as generics entered the market.

Takeda said many affected Massachusetts employees have already found other roles inside the company, and it has about 2,100 open positions globally, including in Massachusetts. The company says it is prioritizing internal candidates.

The article also notes that Takeda recently lost an antitrust case involving AMITIZA, but the company said that verdict is not connected to the layoffs.

Takeda is now relying on several experimental dr-gs, including oveporexton, rusfertide, and zasocitinib, to help replace lost VYVANSE revenue.

I see shift swap has been deleted from UKG. I guess it didn’t make sense to swap shifts if there is only one worker in each department.

Some employees should carefully review their job descriptions and pay scales using Salary.com, as they may be surprised when leaving their current roles to pursue positions at the local university or state government and receiving reduced compensation for identical duties.

Plan for your financial future and save up those six months of living expenses. Storms are coming your way and ITs not pretty.

Hire laid off Meta employees:

https://www.businessinsider.com/aws-executive-asked-staff-recruit-laid-off-meta-employees-2026-6

OMFG!

2u seems to be targeting US workers for layoffs while sparing foreign workers. This is considered anti-american bias. You can file a charge online at eeoc.gov **search for how to file a charge of employment discrimination.

Looking for any feedback on this company. I’ve heard some concerning things about the management team and would like to know if there’s any truth to it. I’m considering applying very soon and would appreciate any honest experiences or insight from current or former employees. Thanks in advance.

I’m a little underwhelmed by the c-suite reorg. I was really hoping to see more change. It’s nice that some of the execs are finally getting a similar treatment that regular employees get. But we need more outside leaders to come in if we want to change this stale and insular culture.

https://www.inc.com/bruce-crumley/the-cruel-loyalty-tax-blindsiding-workers-who-stayed-at-their-jobs-for-years/91355763

New survey data reveals why five or more years of company seniority leaves workers uniquely unprepared—and under networked—for sudden headcount cuts.

BY: BRUCE CRU
Jun 4, 2026

The days of cradle-to-grave jobs are as long gone as fully employer-funded pensions, medical insurance, and annual company picnics for staff and their families. But while most employees have accepted a hefty dose of employment precarity as a fact of today’s labor market, new data shows many longer-tenured workers are blindsided—and suffer debilitating setbacks—in getting layoff notices they thought their seniority had made impossible.

That continued belief in the traditional unwritten employment rule of “first in, last out” costs more tenured workers who wind up being dismissed an emotional and professional “loyalty tax.” That’s the term workforce staffing company Careerminds used to describe the penalizing effects on laid-off workers who thought their five, 10, 15 years of service for the same employer had made them virtually invulnerable to headcount cuts. In addition to the disbelief, shattered trust, and deep loss longer-term employees struggle with when they’ve been cut, those staffers also end up being vastly less prepared to find new opportunities than more cynical colleagues who’ve come to view employment as increasingly at risk.

The result is often a distressing real-life mash-up of Death of a Salesman and Up in the Air for longer-term workers caught in the middle of it.

“One of the biggest misconceptions employees still have is that loyalty will protect them from layoffs,” said Careerminds career expert Amanda Augustine. “Unfortunately, many longtime employees discover all too late that their years of dedication don’t necessarily equate to job security.”

To gain a better understanding of what happens when longer-term workers are hit by those layoff bolts from the blue, Careerminds recently surveyed 900 people who’d lost jobs they’d had for a minimum of five years.

The first major finding was that a large majority of respondents, 76 percent, had considered their employment to be secure or very safe prior to getting a pink slip. Nearly the same portion also said they’d felt sure “their terms of service would protect them from being laid off.” Not surprisingly, 66.3 percent of respondents said they’d been thunderstruck by their dismissal, with nearly a quarter having previously considered it unthinkable.

That misplaced conviction that their relatively long tenure with the same employer offered a higher degree of job protection was penalized by the loyalty tax in a few ways.

The first form of that came even before layoffs were announced, with 58 percent of respondents reporting they’d rejected one or more outside work offers before being cut free—opportunities they’d considered unnecessary and unwanted.

That same contentment with nd confidence in their employment situation also led 46.5 percent of survey participants to let their resumes become sorely out of date. Similarly, a bit more than 53 percent of respondents said they’d let their professional networks fall into partial or complete disuse.

That benign neglect produced the second jolt of loyalty tax. The sudden loss of a job most respondents had considered safe made bouncing far more difficult and time-consuming than for people who had viewed the risk of renewed unemployment a constant possibility. In fact, just 13.8 percent of participants said they could have applied for new roles using the resumes, work hunting skills, and contacts they possessed when they were dismissed.

It goes without saying that employers don’t lay staff off eagerly, or without carefully selecting job eliminations that serve the company’s best interests. That’s especially true when it comes to longer-term workers.

But managers can be aware of the acute shock and subsequent struggles more tenured employees with experience, and try to help minimize those. A few other findings in the survey offer ideas on how managers can do that.

The first way is financial. Fully 45 percent of the more tenured respondents to the poll said they got no severance pay or other monetary assistance from their employers. Meanwhile, nearly a quarter said they received far less severance than expected for their time served. Financially acknowledging the loyalty and effort of longer-term staffers on the way out will blunt some of the difficulties in longer-term workers being let go.

The second way is professional. Most laid-off workers said they went from being a valued, integral part of the team to becoming an outsider left to fend for themselves almost overnight. Most felt abandoned at the worst moment of their career—a sentiment that can be easily avoided.

“Nearly two-thirds of long-tenured workers (63.3 percent) were offered no outplacement support upon their exit, no career coaching, no resume help, no job search guidance,” the survey results noted. “These employees arrive at a time of transition with dormant networks, out-of-date resumes, and no experience in job hunting. Outplacement is one area where organizations can make a genuine difference in how a long-tenured employee lands.”

I got employee appreciation messages today from three leaders at different levels in my group. When I pasted them into Pangram.com, I learned they were ALL 100% AI generated!!! Really diminishes the impact, which was weak to begin with...

If you’ve ever met the team leads of Home Delivery such Fax or Document Management team, they should lay them off. Never i have ever seen team tech leads do absolutely nothing in the office, finding ways to avoid work as well as tormenting employees in front of management to show how powerful they are. No wonder Home Delivery is losing funding. You guys are paying employees to sit around and do nothing

I’m convinced “nunchucks” has no idea what he’s talking about.

https://finance.yahoo.com/sectors/technology/articles/verizon-ceo-sends-shocking-message-163300683.html

Anybody know why they're bringing store employees in 2 hours early for a kickoff??

The sentiment feels all to similar to USB survey results

https://www.businessinsider.com/microsoft-employee-survey-compensation-question-omitted-2026-6

This site has become nothing what it was intended to be. Stop with the politics and your “ever so important” and “only you are right” views. It’s a board about employment and layoffs. Can we focus and stop being so childish please? Anyone?? What have you heard? Who should be concerned about their jobs etc…? That is what this is here for people. You’re filling it up with nonsense trying to cause political debates that will never be solved here. It’s not an outlet for your frustrations. Let’s be grown up professionals.

Then he laid off 25k Call Center employees, many were black. AI is real but its being used as a tool to outsource.

I just thought it funny that TheLayoff's blurb on VZ hasn't been updated in 13yrs, and boy have the numbers changed since then.

Do you maybe know what's the best way to do this for us that were let go this year?

I know I'll have to get it next year but since logins do not work not sure what other options I may have.

I know I can reach to HR and find out but I hate doing this as they tend to be terse and are slow to respond.

Been here for 19 yrs & the nepo babies just keep being hired !!! W/O naming names, there is this RVP who hired his best friend who became RVP. Then, the first RVP hired his nephew who was a disaster that lasted 4 yrs then hired his next door neighbor & she lasted 9 months. I believe RVPs are still there & the second one is incompentent. Lacks basic skills. Terrible hiring manager. Turnover under them is like 200%. But keeps getting pay increases and raises b/c they are best buddies.

Nepotism* is the practice of giving preferential treatment to relatives or close personal connections, especially when it comes to jobs, promotions or other opportunities. In a workplace setting, nepotism occurs when personal relationships influence hiring, advancement or day-to-day decisions, often at the expense of fairness and business transparency.

That favoritism can take many forms, including:

Bypassing formal hiring processes
Awarding promotions or raises without clear justification
Assigning desirable projects to favored employees
Offering preferred schedules and flexibility
Erica Salmon Byrne, chief strategy officer and executive chair at Ethisphere, shared a straightforward example: If a hiring manager fills an open role by quietly hiring a family member — without posting the job or considering other candidates — that’s a clear case of nepotism.

Research shows just how common — and impactful — these dynamics can be. Opportunity Insights, Harvard’s economic mobility research group, found that nearly one in three Americans will work for a parent’s employer at least once by age 30. In those cases, young workers earn about 20 percent higher wages than their peers without the same connections.

Types of nepotism

Nepotism doesn’t always look the same. In most workplaces, it tends to fall into a few common patterns. Understanding those differences can help you identify what’s actually happening and why it may be causing problems.

1. Reciprocal nepotism

Reciprocal nepotism occurs when a family member or close connection is offered a role and accepts it because of personal obligations rather than qualifications. This often stems from cultural expectations, loyalty to family or a desire to preserve relationships. When favoritism goes unchecked, reciprocal nepotism can become “just the way things work,” making it harder to draw clear lines around hiring and promotion decisions.

1. Entitlement nepotism

Entitlement nepotism happens when someone believes they deserve a job, promotion or special treatment simply because of their relationship to someone in power. This form is most common in family-owned or closely held businesses, where lines between ownership and management can overlap. Employees affected by entitlement nepotism may assume advancement is guaranteed, regardless of performance, which can be particularly damaging to morale and accountability.

1. Cronyism

Cronyism looks a lot like nepotism, even if family isn’t involved. It shows up when leaders keep hiring or promoting people they already know, such as former colleagues, friends or longtime contacts, instead of looking for the most skilled candidate and the strongest company culture fit. Over time, those choices can close off opportunities for everyone else.

1. Organizational nepotism

Organizational nepotism is a quieter form of favoritism rooted in internal loyalty. Leaders turn to the same familiar people, often former colleagues, and the same names appear again and again when new roles open up. Over time, employees notice when opportunities for advancement slow — or stop altogether.

1. Reverse nepotism

Reverse nepotism describes situations where power dynamics are distorted by external relationships. For example, if a manager supervises the CEO’s child, they may hesitate to give honest feedback or enforce standards out of concern for retaliation or job security.

Company is retaining H1B and prioritizing visa holder over citizens. Use USCIS tip to report the abuse .

American Express employed 76,800 people globally as of December 31, 2025. This included approximately 29,500 workers in the US and 50,900 internationally. The company added 1,700 employees in 2025, a 2.3% increase. American Express did not announce major company-wide layoffs in 2024, 2025, or early 2026. The company focused hiring on growth areas like technology and operations.

New York City, New York

https://www.thestreet.com/investing/stocks/american-express-employees

Yup, cargill makes 10s of millions per year from that plant, now they lockout employees during bargaining. They are doing it now because the beef business is making money hand over fist right now. Wannabe Rip Wheelers in wichita with their boots and cargill logo vests (to cover up their bellies) no doubt talking about how hard times are. Dont beleive any of it.

I have to say .. after working at gainwell for a VERY short period. I am shocked by how lazy and ill informed the staff is. I sat in on meetings on making things better, faster, stronger and 99% of the staff had no idea about how the work flows operated. None understood the data and how to interpret it. You all just sat around with your thumbs up your @55s. Some were knitting. others didnt understand ports or APIs or anything related to data or applications. it was "i do what my boss tells me" instead of making things better. I told the director " i will fail with all of these mo--ns because they are clearly just gov staff hoping to receive a paycheck". Christ people, learn what AI is. learn about K8s. learn about cloud. learn about coding or work flow. at least offer up solutions to make things better for your fellow co-workers or the people that use your service. if you dont it will all be outsource to NTT or other service providers. You all su-k .. i am not happy to admit it but you seriously do. You all do remote work sitting around. Try to make things better and learn more. if you learn you are more marketable. I quit because it was comedy how much wasn't documented, and how much was unknown. complain all you want about pay raises or the leadership but honestly, you all su-k @SS. learn and practice people or your jobs are GONE!

Hope they relax the RTO policies soon !!!

Something isn’t working when CW employees are quitting a few weeks after they start. This is a result of poor planning from strategy team. Executive leadership talking down to CW and the organizations that support them. Now reputation in the markets is almost down to 0. Everyone is underpaid and overworked. Exec leaders have zero care for associate well being. After three rounds of layoffs, multiple projects that were projected to work and be the most “innovative” across the healthcare industry have been jokes.

Let the games begin.....

Game rules

1. Get employees to resign
   2 employees get “ZERO SEVERANCE “
   3 Reread rule 1 & 2

With all of the cut and development program halts the way employees are represented was bond to be next. Moves will now be managed by your supervisors.

Nothing ever changes for the better around here. Especially for us lowly employees.