#morale

Before I got cut, I told myself the severance would soften the blow. Once it happened and the money showed up, it didn't fix how I felt. Not one bit. After years of giving everything to Oracle, they let me go with hardly a word of thanks. The check does not help the feeling that comes with that. I'm still not over it, and it's been months.

Look at what's happened here over the last decade. Decline after decline. Bad decisions, missed opportunities, leadership that couldn't lead. AT&T is on life support now. Just waiting to see who finally turns off the machines.

The constant negativity of this place and the absolute zero value the bank puts on employees is soul crushing. Take care of yourselves!! Bill is a monster.

How was your raise? Did you get a full share of the bonus? College kids coming in and making more than tenured workers who have earned their stripes. A useless Tell Dell coming Monday. Franklin is the leading revenue generating plant in the company and they are using you up and spitting you out. Make some real noise and unionize.

Employee morale is so bad and stressed out that the leadership need to bring a therapy dog to make employees feel better.

Also, because of the above point, we are stopping measurement of the employee pulse score until morale improves.

Finally, we are going to delete your-voice slack channel because the leadership team is tired of you whiners.

I just got my total rewards statement plastered with the swollen face of our “HR Chief” bragging about our “total rewards program”. PLEASE!! Pathetic base pay (not tested against market norms since 2019?), finance using merit increases to fund their expense gaps, PATHETIC medical coverage and a “wellness” program that contacted of a few off the shelf apps that do nothing.

Oh - and surprise, we haven’t had a head of total rewards for 2 years, probably because nobody in their right mind would go to work with SM.

Even amidst all the dysfunction among the ELT, I truly can’t believe that SM is still in her role given the complete lack of delivery on basics like this.

Even with her complete disconnection from the reality of her employees, one has to think Penny MUST be cringing whenever SM opens her mouth. I know everyone else is…

While ballistic missiles rained down on our homes, the Intel Israel team woke up and went to the fabs. We coded from bo-b shelters with our kids crying near our homework station. We kept the PTL roadmap alive because we know it is the lifeline of this company right now. We delivered.

And LBT? Total radio silence.

When Nvidia CEO Jensen Huang is asked about Israel, he speaks with humanity. He acknowledges his people on the ground. He acts like a leader.

https://www.i24news.tv/en/news/israel/technology-science/artc-100-with-israel-nvidia-s-ceo-expands-tech-investment-amid-war

It is easy to demand flawless execution and celebrate roadmap milestones on earnings calls. It is another thing entirely to stand by the engineers and fab workers who are actually securing your future under the threat of war.

Not one word during the entire month. Zero. Now that the Iran war is over, i can honestly say this is an absolute disgrace.

i come into work every day and smile and make small talk with everyone. i act like everything is perfect. i compliment every body. i make jokes. i laugh at jokes that aren't funny. i don't bring up any problems. if i don't do all of that then it feels like they are just waiting to punish me.

i am really tired of this act. we are not family. i just want to collect my check and go home. so stop forcing me to act. last time i checked i ain't collecting a hollywood paycheck.

The worst corporate manipulation tactic I’ve seen is this…

Mgmt pushes u to your breaking point,
then shame you for breaking…

High performers are the easiest targets.

You absorb more,you try harder, you start blaming yourself.

When someone disrespects u, provokes u,or keeps pushing your limits, pay attention.

You adjust.You work harder.You overthink.

Until one day, you snap, and suddenly you’re “emotional” or “overreacting.”

But the breaking point isn’t the problem.
The situation was never sustainable.

So don’t internalize it.

It didn’t start with you.

Seeing Nike employees parading open roles on LinkedIn is disgusting. You continue to layoff really qualified hard workers after you’ve su-ked the soul out of them. Those roles could have been offered to those people first. I’m ashamed to even admit I’m a part of this anymore. Shame on Nike.

TMO is now only 9% higher in total market cap after all the nonsense and bad leadership from the last 5 years.

Layoffs right after Easter. Because why not. I hate this place.

Heavy work, broken tech, bad managers, tiny raises. Insurance keeps getting worse. Basic tasks take all day. Sales and customers dropping, no vision. It's a mess.

Let's see what happens next.

Took some work, but I got there. That also means I'm done trying to prove myself, going above and beyond, or giving this job anything beyond what my paycheck already covers. At this point, it's obvious that performance is the last thing that matters in layoff decisions. So no, I'm not ki-ling myself for the slim chance it might save my job.

Any former HSBC Canada folk wishing they remained in Canada? My time with RBC since the acquisition has been nothing but misery

How in the he-l are we supposed to make money for these people when they keep hacking and slashing? Not only did we not even get enough hours to run the store, they just cut 2/5 of our full time staff? And they think hiring team leads will make up for that?

I've been working two separate roles at Nike, simultaneously. They let go one whole department last month for one of my positions. And they just offered me half the pay I was getting for my other position. I plan to make next week my last week.

I know layoffs happen, but Oracle has created a culture of fear and uncertainty that can't be ignored. Why put in extra effort when raises are like unicorns? Why work hard when promo's are nonexistent and dry most of the time? Why give 110% when there is a layoff target on your back no matter what your value to the company?

It's nauseating to live this way

I am a 20+ year vet and years ago I would happily recommend Oracle as a place to work...not so much now. I tell anyone who will listen to go somewhere else unless you are desperate. And if you do join, stay no longer than 3 years. There just isn't an upside.

Oracle is late to almost every technical advance and plays catch-up which is how we get where we are.

It's toxic and depressing to know you are coming into the cross hairs every 3-6 months.

Its awfully quiet on here. . . . where did everyone go? Is everyone emotionally exhausted from last year?

The Danville plant is a mess due to lack of leadership because they refuses to lead! Nepotism runs the show, accountability is nonexistent, and the people who actually keep the place running are treated like they’re disposable. It’s unbelievable how far the culture has fallen. Danville has low morale, high turnover, and a leadership team completely disconnected from reality. We will be lucky to have jobs by the end of the year! What was once a great place to work is an absolute nightmare to go into!

What is happening right now is not just a restructuring on paper. It is something people are living through every day, with stress, sadness, confusion, and a growing sense of injustice.

Many of the engineers being impacted are not low performers. They are experienced people who carry years of product knowledge. They know the history, the logic, the complexity, the technical choices, and all the invisible work behind the product. They are the people others turn to when things get difficult. Seeing them leave is painful, and it is hard not to wonder what will be left when so much knowledge walks out the door.

And for those who stay, the situation is not better. They are left with uncertainty, heavier workloads, and the pressure to deliver more than before with fewer people. They are expected to keep moving faster, to build better releases, and to carry on as if nothing fundamental has changed. But something has changed. A lot has changed.

For the past two years, teams have been asking for support. More hiring. Better direction. Clearer product decisions. These concerns were raised again and again. People spoke up because they cared, because they wanted the product to succeed, because they could already see the risks ahead. Today, it feels deeply unfair to watch engineering carry the consequences while the deeper product and strategic issues remain untouched.

There is now a real sense of loss inside the teams. People feel lost. People feel demotivated. People are trying to stay professional, but the truth is that morale has been hit hard. When almost half of an R&D organization is affected, this is not a small adjustment. It changes everything. It changes the atmosphere, the trust, the energy, and the belief people had in what they were building together.

This is not written to attack anyone. It is written to say out loud what many are feeling quietly. You cannot remove so many of the people who know how to build, maintain, and improve a product, then expect the same product to become stronger overnight. You cannot ask the remaining teams to do more with less, with more pressure and less support, and pretend this is a normal situation.

Behind all of this, there are human beings. Engineers who gave years of effort, thought, and commitment. Teams who tried to raise concerns early. People who genuinely cared about the product and where it was going. That is why this hurts so much.

Sometimes the real damage is not visible in a headcount reduction. It is visible in the knowledge lost, the trust broken, and the people left wondering how they are supposed to keep going like this.

The moment BNY announces it has “partnered with McKinsey for strategic realignment,” associates react with the same serenity NASA astronauts display when Mission Control calmly radios, “We’re detecting an unexpected structural anomaly. Please remain calm.” A hush ripples through the workforce. Teams icons flip to “Busy,” résumés begin auto launch sequences, and everyone suddenly remembers they have “a friend at JPMC” they should probably ping before atmospheric reentry.

Associates know the pattern. McKinsey doesn’t arrive to optimize joy; they arrive to optimize payload weight — by jettisoning crew.

Soon the PowerPoint Telemetry Flood begins: hundreds of slides filled with arrows, thrust vectors, and phrases like “strategic delayering,” “value capture acceleration,” and “synergy unlocks.” Employees translate these instantly: “layoffs,” “more layoffs,” and “brace for impact.”

Then the consultants appear — bright eyed, hyper confident, and unmistakably born during the iPhone 6 era. They interview associates about the very systems those associates built, taking notes with the intensity of NASA scientists documenting steps to repair a faulty toilet and drain my catheter. Employees smile politely while thinking, “This is how my mission ends — explained back to me by someone who still uses their college meal plan.”

Meanwhile, deep in the executive command module, RV and Dermie quietly cheer as the fear and panic meter spikes and the algorithm for layoffs without severance boots up, humming like a guidance computer that only calculates cost savings.

The BNY EC soon begins speaking fluent McKinsey-ese:

• “Zero based redesign” (cut everything)
• “Workforce rationalization” (cut everyone)
• “Operating model uplift” (cut differently)

Morale drops like a surprise space toilet malfunction in microgravity. Motivation shifts from “doing great work” to “avoiding being noticed,” “avoiding being too unnoticed,” and “finding a new mission before this capsule depressurizes.”

Right on cue, HR issues its standard transmission: all employees must refrain from unprofessional or derogatory comments — including emojis. Violations may result in corrective action up to and including termination. A sarcastic po-p or head ba----g wall emojis could apparently end your career faster than a failed docking maneuver.

By the time the consultants return to Earth, the BNY EC will declare mission success, and associates will quietly wonder whether the strategy ever involved improvement — or simply surviving another orbit on the dark side of the corporate moon.

Just curious, what percentage of T employees respect and admire John Stankey? I would estimate less than 5%, what do you say?

I was one of the grunts that was let go last week. From stories I'm hearing, directors with 2-4 directs remain, all the management in remote locations like CT and DE and those massive salaries are intact. Would have been the opportunity for real change, but nothing will change, but for hundreds of less of us grunts doing the actual work. Yes, I'm a bit bitter.

Think about this.

Most companies, when they see something causing unnecessary stress or friction for employees, try to fix it. Even small things. Shorter commutes, more flexibility, better alignment. It’s basic common sense because it improves morale and productivity.

Here it feels like the exact opposite.

Every decision somehow lands on the option that creates the most friction. The most inconvenience. The most disruption to people’s lives.

Live 10 miles from one office? Doesn’t matter. You’re required to drive 50 miles to another one.
Can do your job perfectly from home? Irrelevant. Be physically present anyway.
Teams are distributed across the country? Still sit in an office on Teams calls.

At some point it stops feeling accidental. It starts to feel like pain is being chosen on purpose.

And then leadership turns around and asks why there’s no culture. Why people aren’t going above the bare minimum anymore. Why morale is gone.

Morale didn’t just disappear. It was worn down decision by decision, policy by policy, until people stopped believing anything would actually improve.

Then you hear “there’s no loyalty anymore” while at the same time wondering why no one shows up to town halls, no one engages, no one cares.

It’s not confusing.

People don’t disengage for no reason. They disengage when they feel ignored, when feedback goes nowhere, and when every decision makes their day-to-day worse.

And yet somehow the expectation is that people should accept all of this, have bad policy shoved down their throats, and then turn around and be grateful for it. After surveys where honest feedback was ignored or worse, scolded.

That’s not just disconnected. It’s delusional.

This didn’t become a bottom-tier culture overnight. It got there because of decisions like this. Because of policies like this.

Culture and morale aren’t things you can slap on a PowerPoint and speak into existence. They’re built by listening, adjusting, and actually giving people a reason to care.

Right now, that reason is gone.

Based on recent employee reviews on platforms like Glassdoor and Indeed, Truist has faced significant criticism, with some employees labeling it a poor workplace due to high-stress, understaffing, and poor management. Common complaints include intense sales pressure, post-merger cultural issues, and poor work-life balance.
Key themes from negative reviews include:
Management & Culture: Reports of toxic, "bully" management, high turnover, and a lack of support from leadership.
Workload & Staffing: Many employees report being overwhelmed, understaffed, and expected to handle multiple roles (e.g., teller duties while being a banker).
Compensation & Career: Frustration over stagnant pay, minimal raises, and broken promises regarding career advancement.
Morale: Deteriorating culture, inconsistent, and often, low morale following the merger, often characterized as a "chaotic environment".
Glassdoor
Glassdoor
+7

Constant pressure, endless questioning, no acknowledgment or reward, and then you're dismissed without a word. Eventually you start doubting everything - your skills, your capacity, your value. And yet, the people I've worked with here have been genuinely competent professionals. That's no accident. Companies do this on purpose. They'd rather have a workforce that's limited and easily controllable than one that's thriving and knows its own worth.

This place is way too complicated. Too many different groups, too many channels. One part of the company has no clue what the other part is doing. I'll be happy to be out of here, even if it's by being laid off.

I'd do anything else at this point - different company, different industry, I don't care. Healthcare years are like dog years. One equals five. And I think I just ran out of years.

Whoever's left after the next round is in for a rough time. The company won't spend a dime more on employees, but everyone will be expected to pick up the slack for absolutely nothing in return.

Anyone who tells you IBM cares about your career is lying. There's no interest in developing people. None. The only focus is the stock number and the people at the top getting wealthier. Everything else is noise.

Every single round of cuts made me care less. My work ethic has dropped with each one. I just don't see the point anymore.

They cut two people from my team months ago and gave me their work. So now I'm carrying three roles. I've stopped caring about deadlines. I do what I can and the rest waits. If something is late, that's their problem now.

I'm at the point where I'm dreading each Monday because I'm not sure what they'll drop on us. Will it be layoffs, loss in benefits, or whatever else they can think of to make our lives more miserable. God, I hate this place.

We have recognition programs, but they don’t seem tied to actual contributions. Some people get highlighted constantly while others doing similar work don’t get mentioned at all. I know I'm not the only one who's noticed the inconsistency. Talk about a morale ki-ler.

And it's climbing rapidly. The number of goodbye emails I've received lately says more than any official update.

That's my plan. Why push yourself? Hard work gets you one of two things: a raise that doesn't even match inflation, or a spot on the layoff list.

Even new hires are already questioning how stable things are and whether they made a mistake coming here. When it’s that obvious that early on, it pretty much says it all.

We lost more than half of our team. I have no idea how things will look from this point on. I'm worried we'll be reassigned to other teams, and I really don't want to lose my remaining coworkers or my manager. She's one of the few good ones left. I know layoffs are done, but I think the aftermath will be just as bad for the rest of us.