#organization

Meg just announced the structure of the new Organisation

“From )1 July, we will move to an Upstream and Downstream operating model, replacing our current structure of Production & Operations (P&O), Gas & Low Carbon Energy (G&LCE), and Customer & Products (C&P).”

Now - here is where the jokers lay:

GB is now “EVP, Upstream”
RH is “interim” EVP, Downstream

These are the only two gents listed so far…

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.”

A review needs to happen for leadership roles within the India team, particularly L10 and above, should also be included. These are some of the highest-cost resources, especially when travel expenses are considered.Corruption is at its best with some leaders who run ICC or GCC
There is a perception that accountability standards are not being applied consistently. From what I have observed, some leaders have limited overlap with business hours, significant flexibility in schedules, and there is little visibility into actual productivity or outcomes.
The return-to-office expectations should also be reviewed. While the requirement may be three days onsite, there are concerns that attendance is not always being validated consistently. I have heard reports that some individuals badge in briefly and leave shortly afterward, while others may be relying on workarounds that undermine the intent of the policy. Whether these reports are accurate or not, they warrant verification if compliance is being reviewed.
In addition, overlapping leadership and management roles, travel spend, organizational layers, productivity, and office attendance should all be evaluated together to ensure consistent standards, fairness, and value realization across the organization.

Are we still expecting the next round of org changes and small rounds of JEs on the 21st?

So we will keep the same OLM/ RLM model or some large scale org change is coming soon? Any insights?

What will happen June 29th? Any rumors or theories on the organization changes planned? Very little has happened so far. Is this the breather before the plunge?

Anyone see RV’s latest LinkedIn post and the comment suggesting that what Robin Vince is building at BNY Mellon proves that the most enduring organizations treat their employees’ financial futures as seriously as their clients’?
That’s a strong statement but it doesn’t quite line up with reality.
In 2023, the company shifted its 401(k) match from a per-pay-period contribution to a single annual lump sum, paid the following year. In most cases, employees must still be employed on December 31 to receive it.
That change matters.
One of the core advantages of a 401(k) is compounding consistent contributions invested over time. Delaying the employer match reduces that compounding benefit, and tying it to year-end employment effectively places conditions on compensation that employees have already earned.
Policies like this send a different message than the one being promoted. If organizations want to position themselves as stewards of employees’ financial well-being, the structure and timing of benefits should align with that claim, not work against it.

Just heard the Org under Sinclair/Vlok facing layoff last week of May. Total about 20% of those working under Vlok.

The Harrisburg Jewish Federation faces financial difficulties. Its campus operations are no longer sustainable. This situation will result in upcoming layoffs. The organization must address its viability. Employee reductions are anticipated soon.

Harrisburg, Pennsylvania

https://www.abc27.com/video/harrisburg-jewish-federation-campus-unsustainable-layoffs-loom/11750400/

Any experience with being “overpaid” and having to pay the company back? I’ve heard many people over the years having to pay back supposed owed money due to either being paid more because of some pay reconciliation or after having EDB, then between Sunlife and payroll there being a discrepancy. Is this another instance where the law doesn’t apply to this organization? Can they ask and expect money overpaid to be repaid, or is this dependent on how long ago it was discovered? Asking for a friend…

Just informed that Jane is asking all managers to 1) revisit their org structures to ensure C15s have at least 10 directs and 2) identify support functions (such as risk reviewers) that may be duplicative with BAU functions. Anticipated restructures in June as a result of this review. This was noted as "Firm Wide". June was my managers guess.

I saw many people in my org get laid off. I am in Game.

Will they continue with more layoffs in the same team/orgs or will layoffs move to other teams ?

So we got a new strategy guy from your favorite consultants who have made a pile of money from Cargill in the past few years including the 2024 layoffs.

Guess where all the “flat organization” and other doses of corporate fools gold came from to Cargill? That’s right McKinsey…. Sadly he is not the first one….. we had an Asian lady years ago who ended being kicked out from animal nutrition (she ran it to the ground) from the same shop….. not a good precedent.

Hang on; this will be a wild ride; more “right sizing “ coming up!

The architect for our organization keeps using Gartner reports , online research and chatgpt to command what the devs need to do. He has no clue on real software development, has not written a line of code and woefully incompetent. Our MD loves the BS this person produces with power point slides. EA org loves him as they are equally incompetent. My head hurts and I am losing all will to try push for coding the appropriately designed software stack for our business.

…isn’t it time to eliminate Integrated Services and the wasted salaries of MA and CM, neither of whom have ever delivered anything of value to Ford?

If you have info, please share. And good luck to everyone.

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.

Have they published an org chart for Arium and Zayo? Is tower team allowed to see it?

GPC finally fired not retired our supposed tech leader. He destroyed a great organization. Next they will move to take out all his minions.

Adios Geoff! Reveal of new org structure.

April 1 is right around the corner. It's coming just after a gloom 1st quarter, a senseless new organization and the same BS games we are all involved in. What are we hearing or thinking regarding more changes or layoffs for HQ?

If any? Does anyone know? People haven't been reporting much.

What areas are going to be impacted with this change?

Hearing that Jeff’s org is going to get hit Tomorrow.

Did anyone start getting 15 mins invite? If yes, then which VP under Jeff Simon?

I hear major layoffs are coming by April that will hit the Product, Technology, and Operations groups as they consolidate these organizations.

the fact of the matter is these leaders are not serious people. they allow pockets of legacy people to continue to obstruct progress and not streamline the organization. as long as offices like polaris exist, this stock is heading to $30

Why in the world do they come in throwing their weight around, expecting that to change anything? They also have to be the most disorganized group! Hey, we are doing this this way. Then the next day they come in screaming like children who didn’t get their candy saying “I want it this way!” . Make up your mind because no one even thinks you know how you want it! While we are in first shift why in the world do they have supervisors under the en that work a completely different shift? Then write your yearly’s and mid-years? Fortunately, I have a boss that fights for me but some other shifts are not that fortunate! First shift is completely useless other than they are too full of themselves and want to be heard every morning at pass down.
The issue is now coming in yelling and changing your mind no one can take them seriously. For a huge organization it’s not very organized at all! This by the way is why you don’t hire interns out of college and put them in leadership roles, leadership has to be taught or they will fail to lead properly!

Destroyed one of the best IT organizations in the industry. Don't let the door hit you on the way out.

I am in the OI product org, director level and was just let go.

T-Life is a complete cluster. It’s amazing that any work on that app gets it done. It’s all baling wire and duct tape on the back end. The left hand doesn’t know what the right hand is doing.

Approximately 500 NTW from Kevin Lau’s Org are gone tomorrow. A large part of those I’ve been supporting T-Life. Management is going to continue to push these impossible timelines with fewer people. What does that mean? Seven days a week probably at least 12 hours a day, people will be working. Jeff Simon , Kevin Lau, Senthil Velusamy,& Stef Shirey do not care at all. They are operating from a place of fear and would rather throw you under the bus or into the meat grinder that impact their own bonus.

T-Life is dangerously close to a major outage, once that happens whoever’s left is going to wish they were gone. Leadership will freak out and point fingers at everyone put themselves.

There was an issue with T-Life a couple weeks ago. Jeff Simon was up in arms demanding to know who cut corners to get this change out the door? Why were corners cut? Turns out Jeff was the one that signed off on cutting the corners. He knew the risk and when things went sideways, he went off on the people that he told to do the work.

Every organization has that one “weather system” everyone quietly plans around. The forecast changes hourly, yesterday’s direction gets overwritten today, and teams spend more time recalibrating than executing. Nothing is ever truly decided—just redistributed in a different form. The people doing the work have learned to wait for the storm to pass before anything actually sticks.

Hearing that laid off employees can reapply to positions after the dust settles and the re-org is done?

Lookout UnitedHealth and CVS: https://www.warren.senate.gov/imo/media/doc/break_up_big_medicine_act_one-pager.pdf

The legislation will:
• Prohibit a parent company from owning a medical provider or management services organization and a PBM or insurer
• Prohibit a parent company of a prescription dr-g or medical device wholesaler from owning a medical provider or MSO
• Require companies in violation to come into compliance within one year of enactment
• Create automatic penalties for failure to comply, including disgorgement of profits and forced asset sales
• Enable the FTC, HHS, DOJ, state attorneys general, and private parties to bring lawsuits against violators
• Allow the FTC and DOJ to review and block future transactions that recreate these conflicts of interest

All roles are on the list for 2/19. Sales/clinical/office. No rhyme or reason other than saving dollars to shore up the failing bottom line for Wall Street. The irony is that the c suite is creating this constant downward spiral because of their failure to listen to the market and re-invent the business to stay relevant. History has seen this exact scenario play out time and time again in business. The ego’s and audacity of the current leadership to think “they will be different and make it work” is what every other leader in a failed organization thought as well. The real losers in their game are the low level workers and members.

If so, when would be the expect time line?

The Young Professionals Association of Louisville will begin a leadership search. Executive Director Grace Huneck is stepping down. Her departure is planned for this spring. The organization seeks a new leader. This search aims to fill the Executive Director role.

https://www.bizjournals.com/louisville/news/2026/02/02/ypal-executive-director-stepping-down.html

Please share updates here. It's been incredibly hard to follow what's happening. Good luck to everyone.

I just got fired from Walmart.
I am looking for a stable organization with fringe benefits and a great salary.
I've worked as a cashier for 22 years and ready to make it up the corporate ladder.
What time should I send my application to?