#hr

How does the HR calculation work?
Is it considered only 4 days every week or can we do all 16 days together and get 4 days WFH in last week ?

How does it work in other locations ?

Watching the recent T-Mobile layoffs has been brutal. So many genuinely talented, hardworking people let go—people who did everything right and still got swept up in a decision that feels cold and mechanical.

What makes it harder is that many of us saw this coming. Large-scale layoffs have a long history in corporate playbooks, and when the signals start flashing, the outcome is rarely a surprise—just deeply disappointing.

The most difficult part to reconcile is who stays. It’s hard to watch strong contributors lose their roles while certain directors with long-standing HR complaints remain untouched. Complaints that have been raised, documented, and somehow consistently minimized or buried. Leadership that relies on yelling, belittling, and intimidation shouldn’t be protected—yet here we are.

It says a lot about an organization when toxic behavior survives restructuring while good people don’t.

My heart goes out to those impacted, and to the teams left behind under leadership that hasn’t earned their trust. You deserved better.

Just wow. I was displaced (last day of employment was 12/26/25). Unused PTO payout is due the last day of employment. WF did not make that final payment. When I called, HR Service Center the automated message says payment will be made Jan 30th??? WTH?! Will that include interest?

Lousy and incompetent!

How does one go from being a VP to manager in their next assignment? Does that show that the MC made a mistake in promoting the person and that they have topped out? Have they reached the level of their incompetence?
I’ve seen this happen in a couple of businesses recently and curious if this is a metric that HR should track better? What’s everyone’s vote?

I need to get proof that I was covered by group health insurance. Is there a way to contact HR that anyone is aware of. Thanks.

Group meeting followed by a touch base meeting informing role will be eliminated. HR executive stated that the company is moving to "A Global HR Model" and that outsourcing of Admin and "transactional" tasks will be taking place by Genpact an overseas outsourcing company. Introducing a new HR System 'Workday" to replace UKG and Cornerstone.

Claim is that it's due to a "Significant operating expenses at national and international functions". Company moving to a "globally standardized system". Something about based off the new operating model group in Austria. Leadership does not have enough information to tell when cuts will begin but will take place in phases with at least a 60 day notice. Jobs being cut from Aug 2026 though March 2027. Estimated 130 HR roles cut (half the dept) all teams affected except internal communications and HR project.

A separation support package will be provided (if they stay on till the end of employment) must be agreed to within 45 days:

• Separation pay calculated on tenure as last day. Those who work a minimum of 12 weeks after the announcement are eligible for an additional 12 weeks.
• If elect COBRA ALDI will pay COBRA fee for 6 months.
• Unused sick time and vacation time will be paid out.
• Career transition services offered for up to 6 months starting 30 days prior to separation date.
• All affected are eligible for rehire.

Decision on who was cut is based on tenure.

I was laid off in November and still haven't received severance. It is difficult to get ahold of anyone in HR. Anyone else experiencing this?

Wow. Well I just found out TWO people in HR, extremely vital employees in Benefits and HRSC RESIGNED in December. Resigned because NOTHING CHANGED and they just couldn’t stay to watch this place crumble any longer. Did the HR leaders send out an email to Human Resources to inform them? NOPE. Do they have a game plan? Doubtful because no one cares anymore. I am shocked. I found out THIS WEEK and they have both been gone for weeks already. How awful that no one got to say goodbye to these valuable team members. I am so sorry for them. I am so sorry for everyone in HR that is still dealing with the turmoil of 2025. There has to be change immediately before we lose the last few still standing.

Will I get "rewards" for going to HR for re-evaluation ? (Did not hear back from them)

I was impacted by one of the BS pittsburgh layoffs on December 16th. I was told that I would remain an employee through end of December and would then receive an agreement from HR to sign in order to get an extra 60 days pay.

As of 1/13, I still haven't received a box to return my computer and received nothing from HR. According to Voya, I'm still showing as an active employee and can't access any of my retirement funds until I'm terminated. Curious if anyone else laid off in December received their separation items yet. Also curious if anyone would be willing to share contact info for HR. My boss couldn't be bothered to provide me with that basic info when he fired me.

These layoff instruction documents are like the Chevron incompetence gift that keeps on giving. Does HR do any quality control on their instructions?

Maybe the layoffs/offshoring should have started in HR so they could experience their own incompetence with this inaccurate information they publish.

anyone know why you cant acess 2026 calender to take unavailable days off no matter what month

Is it just me, or does it feel to you like were living in The Traitors game show. Every day the Faithful try their hardest to generate cash, meanwhile the Traitors (HR in our case) are weighing us all up for the Ax, then they invite the unlucky ones into a room alone to tell them the bad news ... meanwhile the rest of the company carry on regardless and only learn who has gone when they don't turn up the next morning (no official announcement of anything).

We even have our own Donna Kelce (Secret Traitor) who provides the Traitors lists of potential unfortunates to be cut - I can reveal, the Secret Traitor - its ATHINA KANIOURA S&T Chief !

Seriously though, isn't it just like living in The Traitors, every night you get a terrible sleep wondering if tomorrow morning it will be your last. Big obvious difference - we don't get to banish the Traitors, only the Secret Traitor gets to do that. Oh and this show goes on for a decade ...

has anyone noticed that new hires are suddenly 'buddy-buddy'' with managers and hr and they were just hired less than a month ago? is anyone else noticing this in their store?

Support and merchandising job re-alignment starting soon. You heard it here first. Hours will be a mix of early morning, late night, closing, opening, and mid shifts based on business needs
H.R./asset protection positions in bronze stores and under are toast
Hometown stores will be run by key holders and leads, salary positions (except for store manager) are toast

The first batch of Performance Improvement Plans goes out next week. HR defined the Performance Improvement Plans, and they have been standardized and nearly impossible to pass.
If you have a feeling you are going to get a Performance Improvement Plan next week, your hunch is probably right. Your not likely going to pass your PiP, because Microsoft HR defined them for employees to fail. The best thing you can start doing next week after being handed your Performance Improvement Plan. Is to so stop preforming any work and focus on updating your resume. On your Resume, you want to give yourself a fake Microsoft job title that makes you sound like you are really important, in fact using your Microsoft manager's job title as your own is a great idea, On your resume write boasting about all the important work you have done, knowing its total bs. Then start applying to jobs, in between watching Hulu movies while at work.

My manager sided with a rude customer today, even though he knew I followed all the correct procedures. He then expected me to just forget the whole interaction happened. It is incredibly discouraging and makes the job feel impossible. I am considering how to document this pattern for a discussion with HR next week. Has anyone dealt with a similar failure of leadership?

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!

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.

It seems the new HR is back with the hammer for colocation.

Contractors, who were remote hired are supposed to be in office during connect week but the full timers in different region are told their position is moved to different region.

You can't be serious!!!! This is an absolute pathetic joke!!!

I don't want this post to get washed away by Chevron's HR Trolls. Please help keep it alive and post your thoughts here or on the original post, 8 down.

Tax Time!

What is the URL to get my W2? HR One Stop won't let me in anymore.

I keep hearing full time store H.R. will be eliminated, is this just a rumor? Or is it true? I’m hearing this repeatedly.

There is a severe imbalance in the manager-to-employee ratio across departments. Airport teams are often unable to take time off because the company claims it cannot afford management coverage, despite having a small number of managers overseeing hundreds of employees. Meanwhile, other departments operate with two to three managers supervising teams of only six to eight employees. This disparity reflects ineffective leadership and fundamental HR mismanagement. A more responsible approach would be for senior leaders to actively evaluate each department’s structure and reallocate resources appropriately, rather than continuing to expend company funds on unnecessary and misaligned management roles.

To be ready for a layoff, I offer a few items. I expect more may come in the replies.

1. If you need income from a job, should should be trying NOW to find one. It’s way easier to get hired when you still have active employment on your resume.

2. Save contact information for co-workers. After you are gone, you will have difficulty connecting with them if you don’t get the contact info in advance.

3. Decide if severance is worth losing the option to sue Xerox. Since severance varies and may change soon, this one is up to individual circumstances. Before signing a general release, consider this.

4. Begin monitoring the HR policy regarding severance. It’s very likely that
   this may adjust downward. If you see it, it gives time to think before you are IRIFed. For example, #3.

5. If you used your Xerox.com (or Lex whatever) email address for personal use such as password recovery, change it. You don’t want to forget a password in the future and then realize you used a business email for recovery that you no longer have access to.

6. Take advantage of unused health insurance entitlements before they disappear.

7. Understand that health insurance continuance is an option, but WAY more expensive. For me in the US, cost was 5X.

8. Clean your desk so that is you are walked out, all your personal things are already gone or fit into a box you can take when you are escorted out.

9. Remember you may have employee discounts that may expire after you are gone.

Any more?

For those with knowledge or experience:

If an investigation finds that an employee violated a rule, even without intent or malice etc. — is it up to the LOB management whether to keep them or not?

I understand an outcome “recommendation” is given by HR, but how much discretion is given to the LOB/team? Can they choose to ignore that recommendation?

Rumor is that the offers are delayed by at least 1 week! Not a surprise, HR failed to secure the required approvals from Exxon executives for the offers, and some of them are enjoying their holidays till next week! Again, corporate separateness, my a.. !

The HR excused me of forging the note. I responded saying HR Karen, I don't like being excused or forging a doctor's note, therefore have your HR manager call my doctor and verify the note. The HR Karen got in a huff about my referring to her as a Karen and told me she was going to have me written up by my manager for it. I talked to my manager before the start of break, and he told me not to worry about it because he's not going to take any orders from a Boeing HR Karen demanding I be written up.

Smart companies & their HR departments use Glassdoor to improve $ It doesn't appear Mutual actively uses the Glassdoor to improve $ Top companies can drive great results using Glassdoor the right way $ memo to our HR, implement this and watch MOA dramatically improve $ Check this out.

Glassdoor Team
Glassdoor Team | Author & Career Expert at Glassdoor | Jul 21, 2025

The best companies know that employer branding is make-or-break. The right approach can help you attract top talent, combat industry stereotypes, and build a workplace culture that actually retains people. The wrong approach? It makes you invisible to the candidates you want most. 

Leading companies are turning to Glassdoor not just for employee reviews, but as a strategic platform with real-time feedback and authentic talent engagement. Here's how three organizations are using the platform to transform their employer brand and attract the right people.

1. Closing the gap between perception and reality
   Capgemini, a global leader in consulting and technology services, wanted its Glassdoor presence to reflect the company’s positive employee experience more accurately. With a large volume of reviews across global locations, they saw an opportunity to better align internal culture with external perception and use that feedback to inform their long-term talent strategy. Key focus areas included increasing review response rates, strengthening the connection between the employee value proposition and day-to-day experience, and using data to identify areas for improvement.
   The company rolled out a required training program to ensure leaders could thoughtfully respond to reviews, with monthly check-ins to share best practices. They encouraged employees to leave reviews at key milestones like promotions or project completions, helping to surface a more representative view of life at Capgemini. Using Review Intelligence™, they analyzed sentiment across departments, locations, and roles on key topics like culture and DEI, and benchmarked those results against competitors. They also launched enhanced branding through the Employer Branding Hub for each global location, sharing localized employee stories, EVP content, and branding campaigns. 
   As a result, Capgemini’s global Glassdoor rating climbed from 3.2 to 4.0. Reviews began reflecting the impact of internal efforts, and the company strengthened its position as a talent destination — improving both hiring outcomes and employee engagement.

2. Building transparencyto overcome hiring hurdles 
   Equans UK, with nearly 15,000 employees in energy and services, faced serious skills shortages and high turnover in engineering. They needed to show they were a progressive employer that valued diversity and growth, particularly to retain apprentices and achieve gender balance in senior and operational roles.
   The company implemented a comprehensive employer branding strategy centered on their Glassdoor profile. They revamped their "Why Work With Us" section and featured their #ProudtoMakeitReal campaign spotlighting actual employees. Crucially, Equans increased its review response rate and acted on employee feedback, demonstrating genuine commitment to transparency and improvement. They paired this engagement with targeted Employer Branding Ads for their key demographics, including skilled trades and engineering.
   This multi-pronged approach delivered massive results, including 84% more unique visitors and 53% more page views across their Glassdoor and Indeed profiles. They also saw their overall Glassdoor rating jump by 0.6 points, solidifying their reputation as an employer of choice.

3. Attracting mission-driven talentwith targeted messaging
   Thomas J. Henry Law, one of the nation’s leading personal injury firms, needed more than just good attorneys — they wanted lawyers with integrity and determination who truly believed in their mission. Their existing methods weren't attracting this caliber of talent, so the firm took a different approach.
   They analyzed what their current employees loved most about working there, then crafted targeted messaging around DEI initiatives and career development. This refined content was integrated into their Employer Branding Hub and, crucially, their advertising strategy. The firm used custom messaging in "always on" Employer Branding Ads across Glassdoor, Indeed, and other sites in their candidates’ online journey, ensuring they stayed top-of-mind with qualified job seekers who shared their values.
   This strategic and sustained effort delivered impressive results: application rates more than doubled in three months, while cost per application dropped 37%. Their targeted approach showed that precise messaging attracted better-aligned talent more efficiently than broad recruitment tactics.
   The common thread: Authenticity drives results
   Candidates can spot inauthentic employer branding from miles away. These three companies crafted credible narratives that resonated with the right talent — and backed them up with real action. This solid foundation, built on genuine transparency and strategic consistency, led to results that speak for themselves: better candidates, lower costs, and stronger company cultures that actually retain top talent.
   Your next great hire is already researching employers online. Make sure they find the real you.

Is it better to vacation out or try to take the year’s worth of vacation before you leave?
I’m looking at the vacation policy and it says you can’t use vacation from previous year to vacation out. Anyone know how it works? Don’t want to ask HR because I’m not telling them I’m retiring yet

I've been in the accommodation process for some time (going on 2 months now) to get some workplace flexibility and I feel like HR is just dragging this on to try and make me give up on the whole process. Not only have I had my primary care professional provide a letter with their medical recommendation but they have also completed Truist's assessment form (redundant questions at that) - all saying the exact same thing justifying a medical accomodation. Now I'm hit with a "we need some more information in order to process this request."

Is this normal for those who have gone through this? This seems like such an unnecessary, painfully drawn out process for something fairly straightforward.

Not sure how anyone else's location is, but South Jersey is ridiculous.. Considering people are packing up for our location renovations, aimlessly walking around because everyone's work is DONE.. instead of saying "Hey everyone, you can all leave an hour hourly, even 30 min to get home etc.. But nooooo let's have you all sit here, doing nothing while you just keep getting aggravated because hey HR has been gone but we need you ALL to stay and collaborate... SMDH

I know this may not be the ideal place to ask, but I haven’t been able to find much information on Sparq or through my communications with HR, and was hoping this group might be able to share any relevant experience.

I’ve been with Optum Health for several years as a U.S.-based remote employee. Recently, I’ve been exploring the possibility of relocating to Canada. I’m a Canadian citizen, and through my own research I’ve seen that Optum has a few business segments in Canada, with many employees working remotely.

I’m wondering whether anyone has experience with, or insight into, transferring from a U.S. role to the Canadian entity while continuing to support the same U.S. team. I recognize this is a fairly niche scenario, but I’d really appreciate hearing from anyone who has gone through something similar or knows how this has been handled in the past.

Thanks in advance!

Horrible the way those making the most
Money are targeted with bad performance reviews without discussion until time reviews are shared. If your not supported during the review discussion your targeted as the one who is put on a Coaching or Performance Plan that you are unable to be successful to achieve. There are soo many unhappy people who work there an stay because they need a job. Very sneaky and arbitrary!

I am trying to sign and it says invalid agreement id. How do i go about it? I thought we had 45 days from last day on payroll.

Shot in the dark here looking for some help. I left SAP in May 2025 and have been on COBRA administered by Health Equity/Wageworks. When logging on to make my January payment, I was told that SAP has moved to a new COBRA administrator. No notice was given. I have an email out to HR Direct, but I wanted to see if anyone knows who this is so I can speed up the process.