#environment

Again, have you seen how bad our owed building look. The buildings are falling apart and JLL does what it wants.. Bees nests, weeds and trash everywhere. JLL barely talks to Oracle employees or takes any feedback. I thought they worked for Oracle. RS would never of let this happen. JLL has really made a mess and they do not care, it’s sad. We took pride in our buildings before.. Where has the pride gone. It’s all so exhausting.. Hoping it gets better..

Lots of talk about the CEO but no one is talking about the SVPs that must be thrilled right now, especially HK who likes to motivate people with the fear of losing their job (he has said so closed door meetings)

They know people that made it through this layoff are afraid now, and I bet SVPs are thrilled.

Remember when Humana was THE place to work in the Louisville area? Far from it now.

Doubt it would be this way if David Jones was still living or the current slate of 7-figure senior leaders lived in Louisville. A lawsuit based on the Tower’s pre-existing condition, STARS ratings in the toilet and company’s ever-shrinking hometown footprint … and it continues to be all rah-rah and rainbows from the top.

Packing boxes with bean soup won’t boost morale or change the sad truth we all endure everyday - the once mighty Humana is pretty much a sinking ship. Or at least one being primed for the highest bidder.

Glad my exit date is scheduled. It is definitely time to go.

I have NO idea who took this survey or who they asked, or how many people they even asked but...

Those Tell Dell results were pretty horrible and I highly doubt most people would ever "recomend" dell as a good company to work for. Maybe 10 years ago but absolutely not anymore.

Nothing drives me up the wall like the phrase “Ask your supervisor”.

LITERALLY every senior manager, every email from exec, HR, colleagues, company intranet just tells you to Ask your supervisor if you have career ambitions, have family problems, have questions about the company strategy, company CO2 and NOx emissions, oh and while ur at it you can also ask your supervisor what next quarters dividends are gonna be right ???

....said no one ever. XD

What really gets me is that the entire f*g industry is in shambles. Everyone is laying off, restructuring, and slashing costs. In times like this, taking the voluntary option feels risky, and getting cut is even worse, because where are you supposed to find a new job?

Those who were laid of at the start of the month stop coming in tomorrow, right? I don't understand why you'd force people to stay after they've been laid off (I know I wouldn't be productive for sure) but maybe that wisdom will come with age, who know. In any case, good luck folks.

https://www.financialexpress.com/trending/its-scaring-me-microsoft-employee-of-7-years-says-current-work-culture-has-changed-for-the-worse/3982230/

Funny thing about this place, the better you get at your job, the more skillfully a guy applies himself, the faster you’re working yourself out of one. Efficiency isn’t rewarded here it’s punished. Automate too much, improve too much, use AI tools to work less hours and they’ll thank you with a pink slip.
Any company that counts how many days you sit in the office or how long your mouse wiggles isn’t looking for smart people, it’s looking for obedient ones. If you’re content to coast like a DMV clerk, you’ll fit right in. But if you’ve got a brain in your head, get out and put it to work somewhere that actually makes the world better. This place treats intelligence as if were a crime against mediocrity.

This last round of layoffs broke something in me. I’ve been running on fumes for months, taking on double the work, and it’s obvious leadership couldn’t care less. You treat people like a spreadsheet and then act surprised when they stop caring? Please.

For those of you going through Wave 2:

It’s been just over two months since I escaped, and even though I wasn’t expecting this outcome, I don’t miss it.

It took a few weeks, but I haven’t felt this good in years.

The more I look back, the more I realise how utterly dysfunctional and toxic Chevron is as an organization. Like a cult that’s more damaging the longer you stay, but that tries to manipulate you into not wanting to leave.

Sure, there were some good people and good times to be had, but also, some absolute trash tier people - many of whom have been hand selected to stay on like the good little impressionable cult leaders are they.

If you feel worried or nervous or anxious about what’s next - remember, you’re not alone. I was there before you, and not only have I survived, but I have thrived.

I wish everyone the best of luck for what comes next.

I think being laid off at this point wouldn't be such a bad thing, considering the current state of SF.

My relief of still having a j-o-b has worn off and reality has set in. If CVX was trying to be forward thinking in any capacity, they’ve failed miserably. This model won’t attract (or retain) top talent. Who signs up for a culture that lacks flexibility, provides minimal promotion opportunities, limited resources, and maximum workload? Certainly not the kind of people Chevron will need to stay competitive. This reorg is a joke. This isn’t about not being able to work remotely (solely). My primary complaint is that legacy CVX professionals have been placed in “supervisory” roles (again) in areas of the business they don’t have the capabilities to lead. I KNOW I’m disposable. One voice amongst thousands, but I am just so disappointed that I’m back in a place of looking over my shoulder for the next best opportunity.

Title says it all. Enough said.

I have been reading all of the posts and can't believe how much everyone sees what is going on in the same way. After reading your posts and including my experiences, here is my report card for US Foods.

HR- The CHRO gets an F for making his team be unethical. I have gotten to know most of his team members through the years and I give them a B+.

Security- How could you select this man to be a security VP. He confessed to being inappropriate and lying. And he betrayed his company or agency or what ever and confessed to telling the media info he wasn't suppose to. And we hired him? Big F

Ops- Some are unethical but some are too flirty. But most are good. C.

Legal- I only know this group and Food Safety is good and so are the contracts people. B. The ethic & compliance is really poor, always has been.

Safety- What safety? D

Sales- We need more tools and we have some lazy people here. C

Workplace Violence - D-

Communications: A

Facilities- Things work and they fix it when there is a maintenance problem in the office. I don't go in much but things are always good and kept working. A

Travel and Events- No clue

Marketing: You all got it right. D-

Finance and Procurement: B

IT: Nothing ever works for a long time and it sc--ws us in sales: D-

Business & Crisis Continuity- They are new but very good and they help us and our customers during crazy times. A

Chefs- A

Transportation- If these are our delivery drivers A

Payroll and Benefits: The benefits and out of pocket are too expensive but they do a god job on our pay. C

Executives: I don't fault Mr. Flitman for hiring his son. He is trying to be a good father and there are many relatives here. I have a problem with our CHRO after some of the things I read here and what he made his team do. Despicable. And now he is leading the most despicable man in the company instead of firing him. So I will take the A- I was going to give and make it a C-.

There's no nice way to put it. People are upset. There's a lot of hate for favoritism, nepotism, and even a racist culture going on. Maybe it's built-up tension from all the layoffs going wrong; going wrong, I mean management saving their family and pets, but letting go good engineers.

I feel myself needing to watch my back and also becoming more pessimistic. This culture really came to light after returning back to the office and the atmosphere is toxic.

Why?

At this point, I’m ready to quit without a backup plan. I don’t understand the need for a company to spy on their employees. I’m sure their controlling energy could be used in a better way?

For decades Nike was about growth, optimism and building greatness which drove culture and results. Now it is a place where people are fighting to survive and make decisions out of fear. Much different, and won't work ever.

State: Illinois
Company: Rivian
Locations: Normal, Illinois
Departments affected: Salaried manufacturing roles
Number laid off: About 140, roughly 1 percent of workforce
Headquarters: Irvine, California
What happened: Rivian confirmed a small salaried reduction around its Normal factory as it preps for the R2 model and rebalances capacity. Local reporting puts the cut near 140 people, with hourly roles unaffected. The company said impacted staff can apply for other openings.  
Sources: https://www.25newsnow.com/2025/06/27/rivian-announces-layoffs-some-salary-employees/

https://techcrunch.com/2025/06/26/rivian-cuts-dozens-on-manufacturing-team-ahead-of-r2-launch/

WF culture summed up by Deep Research analysis of thelayoff.com

Summary

Based on a qualitative analysis of employee discussions on a public forum, the internal health of Wells Fargo appears to be in a state of significant distress. The corporate environment is marked by pervasive anxiety, a deep erosion of psychological safety, and a cultural disconnect. The key drivers of this sentiment are recurrent and often uncommunicated layoffs, a return-to-office (RTO) mandate, and a perceived culture that prioritizes corporate allegiance over individual performance. For a prospective employee, the landscape is one of extreme caution, where job insecurity and arbitrary change are constant threats.

Section 1: The Context of Corporate Transition

Employee discussions reveal that corporate directives, such as layoffs and RTO policies, are major sources of discontent and uncertainty.

1.1 The Layoff as a Continuous Process

Layoffs at Wells Fargo are not viewed as isolated events but as a recurring, systemic process. The forum frequently references "Termination Tuesday" , a term that has become part of the professional lexicon for some employees. This suggests a predictable schedule for job cuts, creating a state of perpetual anxiety and anticipation. The discussions also mention rumors of "another large round of layoffs in mid-September, especially in Tech". The routinization of layoffs signals that job security is not part of the social contract, creating a "waiting for the other shoe to drop" mentality that hinders productivity and innovation.

1.2 The Return-to-Office Mandate

The Return-to-Office (RTO) mandate, which requires employees to come in "3 days per week" , is a frequent and contentious topic. It is widely perceived as an arbitrary policy and a symbol of management's distrust. The passive resistance, such as questioning whether it is acceptable to "work only four hours in the office" , indicates that employees feel they are complying with the letter of the law but not the spirit. This dynamic erodes the trust between management and the workforce, shifting the relationship from a partnership to a command-and-control dynamic.

Section 2: The State of Employee Morale

The emotional landscape of the Wells Fargo workforce is one of stress, burnout, and profound disillusionment.

2.1 Disillusionment and the Sense of Liberation

The most powerful indicator of low morale is the surprising sense of liberation expressed by employees who have been laid off. Comments that being laid off was the "best week in the last decade" and the expression of being "free" are a profound indictment of the company's work culture. This suggests that the work environment has become a source of immense psychological burden and professional suffering, where job loss is seen as a release from stress and a form of mental and emotional imprisonment.

2.2 Burnout and Compensation Resentment

Discussions on the "infinite workday" and widespread burnout point to a culture of overwork where employees feel compelled to be constantly available to prove their value in a climate of job insecurity. At the same time, discussions about "salary compression" where "lower roles are reclassified to higher roles without a pay increase" are a source of significant resentment. Employees see this as a sign of disrespect, a clear message that the company is willing to extract more value without offering a commensurate reward.

Section 3: The Erosion of Psychological Safety

Psychological safety, the belief that one will not be punished for speaking up, has been critically compromised.

The constant discussion of layoffs and the ominous presence of "Termination Tuesday" create a climate where employees cannot feel secure. The anecdote of an individual being "laid off after 14 years" shows that even long-term loyalty offers no protection. This lack of security forces employees into a defensive, self-protective posture that hinders collaboration and productive risk-taking.

A particularly damning piece of evidence is the anecdote that a laid-off employee's "exact job was being offered to temps at a lower wage". This demonstrates that the company views its human capital as a fungible commodity. The cynical rejection of corporate justifications, such as the belief that "AI is (still) mostly a scapegoat" for layoffs , further reveals a deep distrust of management's motives.

Section 4: The Cultural Disconnect

The discussions reveal a profound cultural critique of the organization. The description of Wells Fargo as a "cult" where "performance is less valued than being a 'True Believer'" is a critical insight. This suggests a culture where success is based on ideological loyalty and conformity rather than objective performance or competence. This system stifles critical thinking and innovation, as political savvy is rewarded over genuine results.

The use of "buzzwords" and the perception of managers "doing NOTHING" indicate a lack of authentic leadership and a significant disconnect between corporate communication and the reality of day-to-day work.

Section 5: Insights for a New Employee

For a prospective employee, the report provides a candid assessment. The official corporate narrative is likely at odds with the lived reality of the workforce. A new employee will be entering a culture defined by anxiety and mistrust, where job insecurity is a constant threat and loyalty is not rewarded.

The advice is to be pragmatic and self-reliant. A new employee should not rely on the company for job security or psychological safety. The evidence suggests that job tenure offers no protection and that management is viewed as indifferent to the personal toll of its policies. It is recommended that a new employee approach the role with the understanding that the company's primary focus is on cost-cutting and control, and that their well-being is a secondary concern.

There are a couple of new stories out of California today.

1. Phillips has settled a wage theft case for ~$12 million. This involves requiring employees to dress out early without being paid, deducting pay for lunches even when the lunches were interrupted or not even started at.
2. The LA Refinery is “sitting on a lake of oil” from leaks over the years. So who is going to buy this land for redevelopment knowing this? It looks like P66 could have been money ahead by spending the money to make it competitive and continuing to operate it. Now they’re going to be paying for many years to clean it up.