#favoritism

While I’m sadden to not have gotten a role in my selection, I have learned that in round 2 a job has been saved outside of being applied. It hurts to learn the favoritism of upper management to save those that didn’t actually apply to their roles…take that HR!

Is the us upstream, specifically production obviously, the only division where working hard and going above and beyond gets you nowhere and the worthless/lazy employees and contractors that do nothing get rewarded/promoted on whose b*lls they kiss? I wasn’t sure if this was a global plague or not.

I heard there will be an investigation into the placement decisions. Specifically, those who were demoted, received or pay cut or ISP'd. The investigation will be focused on them being replaced by others who were less qualified and/or based on favoritism. There is also the issue of those placed into "undefined" roles. When challenged, HR denied the existence of undefined roles. Why? Because they would need to admit there was favoritism and bias in the selection decisions. For example, one leader campaigned for a new role in a specific department all summer despite being unqualified. They were initially placed in an "undefined" role in that department and then displaced other more qualified people to secure their target role.

The investigation is supposed to be with lawyers - so it's important for everyone to speak up. It won't get ISPs their jobs back, but the pay out could be greater.

Assume you have a manager who seems narcissistic, only caters to ones who su-k up to them, gives opportunity to grow to only those associates who are "teachers pet".

The "pets" end up getting all the recognition, accolades while the truly deserving ones get more work and no reward.

Now imagine Fido is filled with such managers....

Everyone puts in the hard work but only ones who su-k up to their managers / leads get the limelight.

I used to feel confident but now I doubt myself every single day because of the favoritism and gaslighting here. Even as a top performer I’ve never felt so low about my work. It’s utterly exhausting trying to hold it together and I don’t know how much longer I can.

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.

Many of the impacted employees are rehired as contractors and silently offering them to full-time.
Many teams have no projects no work they were enjoying the paychecks with no revenue coming from those teams. Heavy favoritism and lobbying going on which teams to retain and teams to be notified to retire. No place for High performers. Junk and people who dont know basics are driving projects they will eventually fail

There are rules to follow when joining home dispatch program. Following the rules helps save gas and time and wear and tear on a vehicle used to drive to work and to home. But MSTs abuse this program from driving to the garage every day and dispatching at the garage. Making a stop at the grocery store to grocery shop in the company vehicle before driving home. Not closing your last job at the job site and instead, drive home and being still dispatched on your work ticket and then closing the job when you arrive home. I follow the rules, and I do not want the home dispatch program to go away because of MSTs taking advantage of the abuse. Also, MST managers are favoring many MSTs and letting the home dispatch MSTs do what ever they want. STOP ABUSING THE HOME DISPATCH PROGRAM YOU MSTs. You know who you are...

My boss is all in on using H1Bs, even with citizens and green card holders on the team who have the same skills. He’s literally taking work from U.S. employees and putting an H1B's name on it. The H1Bs aren't even doing the real work; they're just shadowing and secretly managing us.

This was never an issue for me before, but with layoffs happening everywhere and U.S. workers being the target, I'm worried. I already know HR is a dead end. I tried complaining to my second-line manager, and it just backfired. Now they just see me as a complainer and not assigning much work at all.

Any advice on what I can do at Oracle? Is there any way to report this H1B fraud to USCIS? or Silently move-on is the best solution ?
The main cause of this H1b fraud is an asian manager sitting at top and showing bias.

Did your org protect managers by turning them ICs, and their RnRs remain almost (or) the same?

While good engineers doing the job are seeing the exit doors, there's still room to protect the friends

So many posts about managers stealing credit.

But what no one talks about these days is why managers are ONLY giving opportunities to individuals who are in the same region as themselves to show off while pushing high performing associates into oblivion??

Is this some some toxic tactic to frustrate associates into quitting?

Anyone find that sr directors and VPs in their org were protected while everyone else suffered losses? How is this ever the right approach to a company re org? Hard watching the same lifers play musical chairs every year and then we all act surprised when the company struggles bc of no innovation

Ford’s crawling with shameless a-s-kissers who couldn’t do real work if their lives depended on it.

For the past four years, I have poured myself into my work—showing up every day, giving my best, and hoping that my dedication would eventually be recognized. But no matter how much effort I put in, the promotion I’ve been working toward never seems to come.

What hurts even more is watching my manager make frequent trips to meet with a newly hired employee. The closeness between them feels personal, and it makes me question whether hard work really matters if recognition is tied to something else entirely.

As a woman, it breaks my heart to think that gender or personal favors could weigh more than years of consistent contribution. It makes me feel invisible, like all the nights I stayed late, all the problems I solved, and all the energy I gave have been overlooked.

I want to believe in a workplace where growth comes from talent, dedication, and integrity—not from personal ties. All I ask is for fairness, for my work to be seen, and for opportunities to be given on the value we bring, not on relationships behind the scenes.

I am done with this manager. Leaving fidelity. Thank you all.

The regional and store manager are so lazy. They make it so hard to come to work everyday. They have their favorites and treat others so bad.

Glad they continue to show favoritism for in office folks when they created separation amongst staff. Lets pretend wfh staff doesn’t exist on any level except to pick up the dirty work, But lets continue to ensure in office staff get goodies , parties and recognitions. Great job making everyone feel part of the team

There’s been some chatter about internal roles being posted with a ‘preferred candidate’ allegedly already in mind. Supposedly, certain leaders have a reputation for giving opportunities to people in their inner circle, and many employees feel it creates an uneven playing field.

On top of that, the culture in parts of the firm (some say CRM and even more specifically compliance supposedly) is described by many as having ‘mean girl energy.’ If you don’t play the game (feed egos, camera on head nodding in agreement, don’t mention the fake glamour headshots), you risk getting up blackballed often times with the support of HR (supposedly).

Some have said there is one specific leader who stands out in this regard, allegedly she gets worse every year because she’s been getting away with it for so long. Apparently, she’s great at managing up, but for those in her world that dare challenge her perspective, the experience has the potential to be miserable (supposedly).

The running joke that helps get many of us through the day is pulling up the Schweb and laughing at what appears to be a heavily AI-filtered glamour headshot. It’s hilarious and also perfectly on brand for how fake the culture feels these days. And with layoffs and constant uncertainty hanging over people’s heads, we all need a good laugh!

Dear colleagues,

I never imagined I’d be writing an email like this. After almost 20 years with Edward Jones, I’ve been told I no longer have a place here. While I was encouraged to accept the narrative that our leadership team “cares” and that none of this should come as a surprise, I cannot leave without speaking my truth.

This firm is not what it once was. I remember sharing coffee with Jim Weddle and even his predecessor—leaders who embodied stability, integrity, and care for associates. What I’ve experienced in recent months is the exact opposite: a process that has been dehumanizing, disheartening, and nothing short of a debacle.

On more than one occasion, I was thrown under the bus to “save face” for our department, taking the heat for situations that were not mine to own. Work that should have been properly regulated by others was instead pushed onto me, leaving me to answer for nonsense that should never have been allowed in the first place. Carrying those burdens silently was one of the most demoralizing parts of my time here.

And then, with less than an hour’s notice, I was pulled into a meeting with a general partner—someone who had already announced her own exit from the firm—and an HR representative. In that moment, after nearly two decades of loyalty, I was told my job was gone. No warning, no dignity, no appreciation for the years of sacrifice. Just a cold, abrupt ending.

To add insult to injury, my most recent leader—the best leader I have ever had in almost two decades at this firm—was demoted. Make it fu--ing make sense. I am so angry, and I will never understand why this happened.

Meanwhile, we’ve watched Penny take home almost $30 million in bonuses in the last year. We’ve watched ALT members hired who don’t even live anywhere near St. Louis—the supposed heartbeat of the firm. We’ve watched David move to BACA and his New York high-rise. And months ago, we were already told we should just be “thankful we have jobs.” How tone deaf can you get?

Even worse, I literally trained someone who came in with no relevant background — a former shoe store manager — and watched as she was fast-tracked into senior leadership. Today, she’s untouchable as a general partner. That’s the kind of favoritism and politics that has replaced merit, hard work, and decades of dedication.

To those who think their jobs are safe, I urge you to think again. I was targeted long before this outcome, despite years of service and dedication. I’ve had colleagues tell me my communications were authentic, my work was valued, and that my exit is a mistake. Yet I’ve learned firsthand how quickly perceptions can be twisted, and how little “receipts” matter when people in power decide otherwise.

I’ve poured my heart and soul into this place. When my mom was dying of cancer, I worked 65 hours a week—balancing the phones, managing 14 contractors and interns, and carrying the responsibilities of multiple roles—all while being her sole caregiver. I gave everything I had to this firm. To now be told I wasn’t “good enough” is something I cannot accept as truth.

What pains me most is knowing Ted would be heartbroken by what’s happening. His vision was one of partnership, people-first values, and building something greater together. That spirit feels lost.

I know many of you have seen what’s happening on places like layoffs.com. I won’t hide behind an anonymous username or light up threads online. This is my story, and it’s just one example of the human cost behind these decisions.

To those who reached out with genuine kindness—thank you. Your words reminded me that my worth isn’t defined by a firm that has lost its way.

I leave not bitter, but resolved: to speak my peace, to hold my head high, and to remind you that no one is immune.

— A fellow associate

If only HCSC cracked down on nepotism and favoritism the way they are cracking down on RTO and the ridiculous 3 days average in the office.

One common theme about Canon is clear: it doesn’t matter which building you work in, the problems are the same. Canon doesn’t suffer from a lack of talent.. it suffers from a lack of leadership. Employees show up, work hard, and carry the company forward, while management hides in endless meetings, promotes favorites over performers, and makes decisions that protect themselves at everyone else’s expense. Supervisors are handed titles without the skills to actually lead. The facade of care may look good on paper, but the reality employees live every day tells a very different story, no matter how polished the corporate messaging may look

Many non-american directors and VPs in US are surviving by feeding on work of their remote teams. They have no technical, no planning, and no managerial ability. They cannot contribute to strategy and not set direction for the team.
Theiremote team wastes time explaining work to him so he can brief higher-ups, but there poor grasp and inaccurate updates create confusion and more effort. Out of insecurity, they misrepresent successes as their own foresight, blame failures on remote leads, and withhold information from remote leads to keep them from becoming threats. They even avoid involving remote leads in meetings with other american peers and managers, ensuring they are cut off from visibility and credit. Careers in remote teams depend on their patronage, not merit; loyalists are rewarded, independent voices punished. Their insecurity, politics, and favoritism fracture the team and poison the culture.
Have you come across such leaders ??

Our annual reviews has been corrupted into a system of favoritism.Ratings and promotions are no longer based on contribution but on connections—both personal networks and , more importantly , the networks of managers who push cases through on the strength of goodwill rather than merit.
This has turned AR's into a negotiation of influence , not an evaluation of performance.Technical expertise , and tangible results are consistently sidelined , while visibility and relationships dictate ratings and promotions.
Replace current calibration practices with a transparent framework grounded in measurable outcomes , 360-degree evaluation, and objective criteria.