#retaliation

An email was sent out last night that went to a lot of B2B

Managers are to target reps who “lean” on them to much. This is a grossly obvious tactic to weed out people who ask for help a lot.

We also find it odd that the manager that sent it out is never around. Some employees don’t even know who he is but yet he is their AD

Must be nice to have a job where you don’t have to talk to your reps but want them targeted for asking for help

What can those of us do that are feeling like we are being retaliated against for taking the VSP route. I do care about my job and I want to leave on good terms.

Appreciate the effort to send out surveys to show how difficult this place is to get anything done, but history has shown that people here who complain about the insanity are considered “bad attitude “ and given the axe in the next round of layoffs.

Beware the new CHRO Samantha H
My hubby works for Verizon n says she smiles big n projects positivity n then will turn around and RIF hundreds of y’all
If you have a chance, bask her how many people she layed off at Verizon
She and her people are notorious for retaliating against employees too so be careful

To My Former Colleagues,
After five years of dedicated service, I am writing to share some honest reflections upon my departure. I do so not out of bitterness, but out of genuine care for the members we serve, the colleagues I leave behind, and the organization Humana once represented to me. Please note that a formal complaint has been filed with the Equal Employment Opportunity Commission (EEOC) regarding the circumstances surrounding my termination.
Humana used to be a place to be proud to work for. I believe that can still be true, but it requires honest conversation about what is happening at the ground level — specifically within the SNP department.
On member-centered care:
Over the course of my time here, I have watched a gradual but consistent shift away from truly member-centered care. Clinical and medical professionals with advanced degrees and years of experience are being asked to operate as if care management is a checklist exercise rather than a clinical practice. Members have a right to drive their own care through self-determination, and that principle is being overshadowed by a metric-driven culture that prioritizes box-checking over meaningful outcomes.
On staff support and training:
The bar for performance is continuously raised while training, re-education, and support resources remain minimal. Staff are expected to retain and apply an ever-growing body of requirements with little structured reinforcement. Questions raised by staff regarding member complaints — including concerns about the frequency of contact calls and the repetition of surveys — go unaddressed. This is not sustainable, and it is the members who ultimately pay the price.
On clinical judgment:
Clinical judgment is one of the most valuable tools a trained social worker or care manager brings to their work. When that judgment is not valued, not supported, and not protected — the quality of care suffers. I experienced this firsthand, and I know I am not alone.
As social workers, we are trained and ethically obligated to drill down into a member's full picture before making clinical decisions — that is the foundation of our profession. However, staff have been explicitly directed to limit prework when pulling tasks, to move quickly to the next case, and to prioritize throughput because we are a high UTC department. This directive has been reinforced through process changes that functionally reduce the depth of member assessment prior to contact. You cannot simultaneously hold staff to a high clinical standard and instruct them to move through cases as quickly as possible without meaningful prework. These two expectations are in direct conflict, and it is the member who suffers the consequence of that contradiction.
On Policy and Leadership Accountability:
Upper management has demonstrated a pattern of applying policy subjectively and selectively. The very policy used to govern this department contains the following disclaimer clause:
“This (policy/standard) is subject to change or termination by Humana at any time. Humana has full and final discretionary authority for its interpretation and application. This (policy/standard) supersedes all other policies, standards, guidelines, procedures or information conflicting with it.”
To be clear about what this means: this is not a standalone policy — it is a disclaimer clause embedded within a policy, and it is routinely used by management to justify interpreting policy however it fits their narrative at any given time. It grants management full and final authority over how any policy is interpreted and applied, with no meaningful checks or balances. In practice, this means staff can be held to a standard today that did not exist yesterday, with no consistent or objective measure by which performance is truly evaluated. A policy governed by a clause that permits unlimited reinterpretation at will is not a standard — it is a moving target, and this is precisely the pattern that has defined SNP department management.
Different members of management and different auditors interpret the same information differently, with no clear or consistent direction provided to staff. Changes are made swiftly and without transparency, leaving front-line workers to navigate shifting expectations with minimal guidance. SNP management would have you believe there is a clear standard to follow — there honestly is not one.
What exists instead is a culture of gaslighting, masked by coffee chats, business acumen Zoom sessions, and feedback channels like “What’s on Your Mind” that consistently go unheard. Leadership actively discourages staff from being “negative” rather than genuinely listening to the real, documented concerns of their front-line workers. Feedback is collected and quietly shelved, while the same systemic issues persist.
The result of these tactics is a department marked by low morale and a profound lack of engagement. We work remotely, and while that comes with its own dynamic, silence across a Teams chat for hours on end is not normal — and it is not reflective of the environment that once existed within this organization. When I first joined Humana, my team and manager were warm, welcoming, and genuinely engaged. There was a sense of community and shared purpose that made remote work feel connected rather than isolating. That culture has eroded significantly, and the silence that now fills the team chat is not a coincidence — it is a symptom of a workforce that has been worn down and disengaged by the very leadership that should be inspiring them.
This department is being operated like a high-volume restaurant — turning over members quickly for the sake of business metrics and financial outcomes rather than placing the member at the center of care where they belong. The consequences of this culture are visible on both ends of the employment spectrum. New hires are leaving within weeks of finishing onboarding training. Those with long tenures within the company are either choosing to retire or being pushed out by upper management. That is not a coincidence — it is a reflection of an environment that is not sustainable for staff or for the members they are meant to serve.
I would strongly encourage those with the authority to do so to take a serious, unfiltered look at how the SNP department is truly being run.
Furthermore, the process surrounding my termination lacked consistency and legitimacy. It is my position that the standards applied to my performance were not enforced uniformly within the department. This concern, along with others outlined in this letter, is part of my formal EEOC complaint, which is currently being processed through the appropriate legal channels.
I would encourage leadership and HR to take a close, honest look at the pattern of departures within this department over the past year — specifically among experienced, long-tenured employees who have given years of dedicated service to this organization. I was an employee with no disciplinary action in five years, and I was pushed out within 90 days of being informed that a PIP was desired by upper management. These patterns are worth examining carefully, and they are now being examined through the appropriate legal channels.
Additionally, I want to note that during the process surrounding my termination, I was treated in a manner that I found to be disrespectful and unprofessional by an HR representative — being spoken over, interrupted, and not afforded the basic courtesy of being heard when asking legitimate questions. Every employee deserves to be treated with dignity, regardless of the circumstances.
On a Pattern That Extends Beyond My Experience:
It is important to note that the concerns I have raised are not unique to my experience. In March 2026, a nursing colleague with over 20 years of nursing experience and over four years at Humana submitted a formal resignation letter that was distributed to the broader SNP nursing staff. Rather than acknowledging the concerns raised or committing to any resolution, the letter was swiftly retracted from recipients’ email inboxes — an action that speaks for itself. The attempt to suppress this communication rather than address it is consistent with the same culture of silencing front-line voices described throughout this letter. That resignation letter is included below in full, as every concern it raises independently corroborates what I have documented above:
Subject: formal resignation – 3.16.26
To: Nina Owsley, HR4U
CC: Robert Mouser; All_CM_Associates; All Associates; Humana
HR & Nina, I am submitting this letter as a formal notice of my resignation from my position as telephonic care manager effective 3/30/26. As someone who has been a nurse for over 20 years and has been with Humana for over 4 years, this decision was not made lightly but ultimately, with today’s culture, it was not a hard decision either. I feel it both my right and my professional responsibility to document the conditions that have made continued employment untenable with Humana as discussed below.
Retaliation & Protected Leave – I have experienced what I believe to be retaliatory treatment following my use of protected leave and my part-time status, both of which are safeguarded under the Family and Medical Leave Act (FMLA) and applicable state law. Specifically, I was subjected to disproportionate scrutiny, adverse scoring on my AIP, and a previously undisclosed eligibility restriction tied to part-time status. This pattern strongly suggests to me that protected characteristics influenced outcomes that were presented as purely PERFORMANCE-BASED but it now creates nondiscretionary expectations that is being treated as discretionary reward.
Favoritism and Inequitable Treatment – Consistent patterns of favoritism (over knowledge and skill) have been persistent & documented, including on many other platforms from past employees, and non-favored are under heightened scrutiny regardless of our performance including alleged discrimination (during CM leadership changes about 2 years ago my former team were all reassigned. Every person of color from our former team was either fired or quit within 6 months).
Inequitable Bonus Structure: Associates vs Upper Leadership – Humana’s AIP disproportionately restricts and reduces bonuses for frontline associates while upper leadership continues to receive compensation largely insulated from the same restrictions. This disparity is made starker by publicly available SEC proxy data (Execpay.org) CEO pay from 2020-2024 from $16M-$18M including their base pay, incentives, & bonuses. All of this yields a CEO-to-worker pay ratio of 195:1. Associating this executive enrichment with simultaneously restricting frontline associate bonuses reflects a value misalignment that cannot be reconciled and is what is the core route of most of today’s problems.
Leadership Failing to Uphold Humana’s Own Mission Statement and Ethics – Humana’s stated mission is to ‘help people achieve lifelong well-being.’ Its core values including care for associates, pioneering simplicity, and cultivating a culture of trust & ‘speaking up.’ The workplace culture I have experienced – including retaliation, micromanagement, undisclosed policy changes applied retroactively, and favoritism – stands in direct contradiction to these stated values. Let’s not forget Robert’s all CM meeting in Oct where he ‘was passionate’ because so many nurses were questioning MOP metrics and he compared us to his children & stated ‘I have never questioned a business need and that’s why I am where I am today.’ When reported by many employees, again no outcome or update. Leadership’s failure to model the values they publicly espouse is a structural failure, not an individual one. I challenge Humana to explain how this is a safe speak up culture if nurses are scolded for questioning & speaking up.
Micromanaging of RNs: Research-Backed Concerns – There is much research literature available on what happens when nursing professionals are subjected to excessive surveillance and control. Peer-reviewed studies published in journals including Nursing Open and BMC Nursing document that high workloads, poor leadership qualities, and lack of autonomy are among the strongest predictors of burnout & turnover intentions among RNs. Humana’s model for care managers involves monitoring every clinical interaction against rigid metrics, counting call outcomes outside of nurses’ control against their performance score, this is antithetical to evidence-based nursing practice and contributes directly to the burnout and moral distress that drives experienced nurses, like me, out of the profession. Humana touts its commitment to member health outcomes while simultaneously deploying management practices proven to degrade the clinical workforce.
Conclusion – I am leaving because in today’s world and political environment, the Humana environment has become professionally and personally unsustainable. I have raised concerns through appropriate channels. I filed a formal HR complaint last week. I have received no resolution. I am retaining my documentation related to my performance, AIP scoring, leader lead audits, & correspondence with management. I am aware of my rights under the FMLA, the NLRA, and applicable whistleblower protection statutes. I am providing this notice in good faith and ask that my final pay, accrued PTO, and any other owned compensation be processed in compliance with Missouri law. I am in a position that I can use my voice & hopefully it will be heard by Humana and positive changes may arise. I hope all the frontline associates receive the autonomy, respect, and equitable compensation they deserve.
This letter was sent in March 2026. It was retracted from inboxes rather than addressed. The same concerns it raised contributed to my termination three months later. That is not a coincidence — it is a pattern.
This occurred in the same period that SNP department leadership held a town hall in March 2026 directing social workers not to discuss workplace concerns with one another and to engage only in positive communication. Staff were explicitly told not to be negative. This directive — issued by the same leadership that publicly espouses a speak up culture — functionally silenced the very front-line voices that could have prompted meaningful change. You cannot claim to have a speak up culture while simultaneously instructing your workforce not to speak.
To my colleagues:
You are doing incredibly important work under increasingly difficult circumstances. Continue to advocate for your members, document everything, know your rights, and support one another. The work you do matters, even when it feels like the institution does not reflect that. If you have experienced similar treatment or witnessed patterns inconsistent with Humana’s stated values, know that there are formal channels available to you, including the EEOC.
I am proud of the care I provided to every member I worked with during my five years of service, and I leave with my integrity and my credentials intact.
Finally, I would like to return Humana’s equipment promptly. It is Humana’s responsibility to provide instructions on how to do so at no cost to me. Please send all relevant return information to my personal email address on file.

With respect,

Don”t speak up unless you do it anonymously. Keep records of everything and document! dated, times etc. Then if nothing changes OR you start to be treated different because your leader knows you are the one that filed the complaint then file a claim of retaliation through EEOC. If this has already happened to you file the claim NOW! Even if you are still employed. Nike has to address the EEOC and we can’t keep staying silent while we work for this company that allows discrimination and retaliation. The EEOC will starts to see the trend. Do it NOW! We deserve to feel safe when we come to work and HR and Legal don’t have our back and it’s toxic! Don’t make this toxic culture the norm. Remember that we spend more time at work than we do with our family. It’s taking a toll! Maybe after we expose how toxic it is then Nike can actually recover. Right now we are in fight or flight mode and nothing productive happens in that headspace.

I see some notes here saying hot line is not HR. A few years ago, I called the company hotline to report an unethical practice. I left a message, and the next morning someone called me back saying they were from Exxon HR. They told me they needed evidence related to the incident. I explained that I used the hotline because I thought it was anonymous and I didn’t want retaliation. Of course, they had my phone number and could match it to my profile easily. A few weeks later, our department head pulled me aside and said, “Focus on your work, I’ll take care of the incident you raised concerns about.” Neither HR nor I followed up after that.

Former Xbox employees warn of potential for retaliation in rumored impending layoffs

Ahead of rumored layoffs at Microsoft-owned Xbox, former employees are warning of potential for retaliation.
They base this claim on their own experiences being ousted by the company under potentially retaliatory circumstances.
They urge current employees to document their experiences at the company and contact their HR partners.

https://www.gamedeveloper.com/business/former-xbox-employees-warn-of-potential-for-retaliation-in-rumored-impending-layoffs

Apple closed its first unionized US retail store. This store was located in Towson, Maryland. More than half of its 70 unionized employees face layoffs. The union alleges company retaliation, which Apple denies. Apple cited declining mall conditions as the reason for closure.

Towson, Maryland

https://www.peoplematters.in/news/strategic-hr/more-than-half-of-workers-face-layoffs-as-apple-closes-first-unionised-us-store-50514

With all the doubt around the campus I sent my resume for a role. Turns out the role, through an agency, is with my team and the agent sent my resume to my manager. She wants to meet me Monday, can I be fired for looking for other work in this time of uncertainty?

Today, I’m sharing a deeply personal experience because mental health in the workplace deserves more attention, understanding, and protection.
Over the past year, I have struggled with severe depression, anxiety, and panic attacks while navigating a difficult employment situation. The stress became so overwhelming that it ultimately resulted in a psychiatric hospitalization and ongoing medical treatment.
What has been most troubling is not simply the impact of mental illness itself, but what I believe was a lack of compassion and support while I was seeking help. During a time when I needed understanding, I felt isolated, scrutinized, and uncertain about my future.
For more than three months, I have lived in limbo while dealing with documented mental health conditions, significant medical issues, and concerns about my employment status. As someone who sought protection through FMLA and raised concerns through internal reporting channels, I expected the safeguards afforded to employees experiencing serious health challenges to be respected.
Instead, my experience has left me questioning whether employees with mental health conditions receive the same level of protection and dignity as those with visible illnesses.
Mental illness is an illness.
Depression is an illness.
Anxiety is an illness.
Panic disorders are illnesses.
No employee should fear retaliation, career damage, or loss of livelihood because they sought medical treatment or exercised their rights under laws designed to protect workers during times of crisis.
I have filed complaints with the appropriate agencies and am pursuing legal remedies regarding what I believe were violations of my rights, including concerns related to FMLA protections, disability accommodations, and retaliation. I will allow those processes to determine the facts.
My purpose in sharing this is not to focus on one employer or one situation. It is to advocate for employees who are silently struggling with mental illness and serious medical conditions while trying to maintain their careers.
If sharing my story helps even one person realize they are not alone, then it is worth it.
Mental health matters. Workplace dignity matters. And employees who seek help should never be punished for doing so.

Citi and Jane will do anything to get the CO removed

https://www.investmentnews.com/regulation-legal-compliance/ex-citi-executive-sues-bank-citing-trump-account-concerns-and-retaliation/267056

Was just recently alerted to a former coworker who posted to LinkedIn about being let go.
This wasn't the normal LinkedIn post just letting people know about the employment change.

This coworker was fired for asking an "Unprofessional" question about why "employee comp hasn't been keeping up with inflation while our CEO's comp has increased 300% during the same time"

I missed this but give this guy props. I've wanted to do the same on so many calls over the years.

Can't even ask comp unless it's private now. Nothing can be talked about in the open with coworkers.

Crazy to know that leadership doesn't include themselves when tightening CDW's belt to weather the storm....they'd rather just throw people beneath them off the ship to stay afloat.

This coworker sounds like they got walked off the plank for mutiny.

Got termed despite 3+ years of good performance, two promotions over the years.  In an effort to "be transparent" I openly shared my concerns with the strategic direction of the company and decision making by senior leadership.  Yes I also shared that i was looking for new employment as many of you are I am sure with Blackbaud's tanking stock price. My termination was how they responded.

If any lesson is learned from this it's "DON'T be transparent" because this is where it gets you. And also, BB has eyes and are actively searching for people expressing any sort of dissatisfaction with Blackbaud. I will hopefully have a new job lined up soon but wanted to share this information as they offered a pitiful "two weeks" severance in lieu of my silence.  
But don't worry AI will fix everything. Company is a sinking ship and would advise folks to get out while they can.

Anyone else tired of it all? Anyone else devote 10+ years to this company, only to be used like toilet paper and door mat? Anyone else tired of the targeting, retaliation, extra work load, cut in pay, loss of benefits? Maybe we should join up and take our fair share back..

Seems suspicious/retaliatory to me since there don’t seem to be any other roles being recalled this week?

As many know bp rolled pips out again last year as a more underhanded way to get rid of employees vs doing restructuring every year. 😂

Unfortunately as many employees feared, there is now mounting multi-employee evidence building that PIPS are being used purely to retaliate for protected whistleblower and medical leave activity.

We have become aware of multiple employees facing the exact same treatment after reporting compliance concerns or taking protected leave.

This is not only highly unethical this is illegal.

A class action lawsuit is forming and we are looking for additional current or prior employees who may want their case to be included.

I was actively looking for a new job, both within and outside of Verizon. My direct manager knew I was searching and even gave me permission to use him as a reference. After a few months of applying and hearing nothing back, I assumed it was just the job market.

Then, after about four months, I finally landed a position where I could actually use my degree, which had me genuinely excited. When I told my manager at Verizon, he seemed noticeably unhappy. At the time, I figured he was just coming to terms with me leaving.

About a month into the new role, my new manager told me I was nothing like the way my former manager at Verizon had described me.

“This n***a work hard but he ya typical white boy from the south”.

I’m from Brooklyn, the furthest south I’ve gone is Jersey, not counting Disney World, and I’m Puerto Rican. My old manager was sabotaging me the whole time.

Working at Verizon was an overall great experience, and it’s something I genuinely miss. That said, the company really needs to take a harder look at the people they place in management positions. The work environment itself was strong, but poor leadership can completely undermine that if the wrong people are put in charge.

Rules for thee, not for me….. seems to be the mindset around this place. But I guess when trying to get the union to decert, everything is fair game on the company side. Had a tech get fired for not telling the truth, because it violated the company’s core values. But yet local managers that were the driving force behind the decert effort, have gotten away with bashing peoples religious beliefs, calling out employees family values because they supported the union, and even threatened physical violence towards employees. And yet HR complaints have disappeared, HR gets involved and then looks the other way or just don’t care. Get one tech not tell the 100% truth and Hr on top of it within a day or two and fired within a week. Manager does all this, and months of crickets from HR. BC is such an outstanding example of rules for thee, not for me. But then again, that’s what JS preaches to his managers. And they wonder why people hate this place

You don't have to share personal details that would compromise your identity but after being placed on one myself, and deciding to quit soon after; I always felt it was unwarranted, unexpected, and retaliatory (but not enough to form a fuss over it and pursue any type of action after I left). After dedicating so much time (including lots of overtime and weekends; and going above and beyond with above average annual reviews), I always felt it was never about performance but something else but hard to prove. Hence why PIPs are always the tool for companies to use to get rid of someone.

Anyone else care to share if you feel comfy?

I raised some concerns about my work environment and a toxic leader who isn't even my direct manager. Now I'm noticing that my tasks are being scrutinized more closely, and I'm worried that they might be building a case to put me on a performance improvement plan. How can I tell if that's what's happening?

Is there a website where i can do anonymous ethics violations complaint? Or we can only do it through a phone? I don't want to disclose my identity as that might have repercussions.

Contact a Union: Reach out to an established union or organizers like the Emergency Workplace
Organizing Committee (EWOC) for assistance and legal guidance.
• Sign Authorization Cards: Gather signatures on authorization cards from at least 30% of the employees to show support, though 50% or more is recommended
• Seek Recognition: Ask your employer to voluntarily recognize the union, or file for an election with the NLRB if they refuse.
• National Labor Rel... +4
Legal Protections & Rights
• Federal & State Law: Workers in the private sector are protected by the National Labor Relations Act (NLRA).
• Illinois Workers' Rights Amendment: This state amendment guarantees the right to organize and bargain collectively, protecting workers from certain types of employer retaliation.
• Protected Activities: You have the right to discuss unionization with coworkers during non-work

Or-l arguments were finally heard in district 4 (Charlotte) regarding Wells Fargo's appeal of the Billesdon case. Here is the audio file - https://www.ca4.uscourts.gov/OAarchive/mp3/25-1495-20260505.mp3

Its about 1 hour long and well worth listening to.

The 3 judge panel seemed perplexed why they would let go someone who brought into the bank over 60M in revenue, and the timing of his addition to layoff list was very suspect.

If you are unfamiliar with the case, here is the $22,000,000 jury decision handed down in Charlotte NC against Wells Fargo in 2025: https://law.justia.com/cases/federal/district-courts/north-carolina/ncwdce/3:2023cv00160/111371/78/
and
https://www.pacermonitor.com/public/case/57946975/Christopher_Billesdon_v_Wells_Fargo_Securities,_LLC

Its the same pattern -a disabled Wells Fargo employee, needed wfh accommodation, bank said no, then fired him for asking.

If you fit the same pattern, know that you have a very limited timeline to file a charge against the company - seek legal counsel asap

Interesting way of accusing someone and acting like they got the correct dates and stating I tampered with a clients account? They don’t even have any evidence but yet the whistle blowing manager and operations managers have been in HR investigation for harassment complaint. So, I am assuming it’s retaliation? Which would fall under unlawful termination with their accusations. Thats extra 150k or more in my pockets when it’s taken to court.

With all the Risk folks getting downsized, I was wondering if anyone has experience on retaliation claims. The conduct risk person said they review claims but only a small amount are deemed true retaliation. Funny how the training we take outlines examples of retaliation but those are not retaliation when Conduct Risk investigates.

Dodging responsibility yet again like that case in the Charlotte observer.

Charlie and Bei should be ashamed of themselves. WF is Not a top 5 company for employees…

Anyone know the real numbers? I fear these numbers are artificially LOW…

Nike is an eloborate blend of MLM & ponzi scheme.

They do know that they still have the brand name and a lot of clueless young people being exposed to the woke coolaid.

They indoctrinate you into the cult during hiring, serve you the coolaid.

First you feel amazing, you feel you belong and that you live in disneyland.

Slowly in your 2nd/3rd year you start to realize the defects, meaningless promotions, no career advancement, complete lack of accountability and a culture of retaliation.

Than you start to see the RNC mind dressed up in the "woke" clothing.

You start seeing that leaders dont give a cr-p, they dont care about serving the shareholders or the consumer. They are only interested in keeping the ponzi from collapsing while they enrich themselves and their close circle.

It is a small club and you aint a part of it and never will be.

Every quarter they drill on you, blame you, subjugate you to BS performance reviews.

after 5-10 years, you start getting disillusioned, the same problems that you spotted while you first joined is still there. Critical functions still lack headcount while billions are channeled for resume fillers for certain leaders.

At that point you need to be managed out and recycled with a fresh doe eyed new grad that thinks Nike is a serious business.

and the cycle keeps going on until the ML & ponzi hybrid collapses.

this is a warning for the new employees.

We were in your shoes once,

We once bleeded orange,
Now we are only bleeding.

"You are now informed"

Remember, proles: no wrongspeak allowed. Wrongspeak leads to crimethink.

https://www.avclub.com/hollywood-blacklist-paramount-ankler-retaliation-ahead-of-warner-bros-merger

If anyone is negatively impacted by "not meeting the RTO goal" and is fired, you better run and file a case. Document that they admitted their data and reporting was inaccurate and inconsistent. They falsified reporting!!! Also, its a tad bit discriminatory if they are punishing people inconsistently and there is no Policy or equal treatment but "discretionary". This is too easy and seems targeted. Are you over 40? A woman? A POC? Regardless of whether people like it or not, there are laws that are still applicable and you cannot target, discriminate or retaliate. File complaints. Document! Document! Document! Our HR is a joke! They leave it vague depending on no one knowing their rights and think their too big of a company to fail. Learn your rights and how to fight. Too many running on fear and thats how they got you.

u need to pay attention to all of this... things that impact decisions... bookmark this somewhere and REMEMBER: personal disputes, retaliation, preserving dominance and status, rivalries, and internal power struggles, often arising from cycles of poor judgment, limited opportunity, trauma, +loyalty

Good read for those that feel like they have been retaliated against due to ADA and health issues.
https://www.charlotteobserver.com/news/business/article315352962.html

Let me tell you what really happens behind closed doors when you report your boss to their boss.

You walk out thinking justice will be served.

You finally speak up. You report the toxic behavior. You tell the truth.

But higher up, they are not always asking, “Who is right?”
They are often asking, “Who is easier to remove?”

If they remove the boss, that becomes their problem.
They have to step in.
They have to deal with HR.
They have to cover the work.
They have to find a replacement.
They have to explain why they let it go on for so long.

But if they make you the problem, that becomes your boss’s problem.

So they tell your boss to “work with you” and “figure it out.”
Now your boss knows you spoke up.
Now you are labeled the snitch.
And they wait for the situation to play itself out until you quit or get pushed out.

That is why toxic bosses stay.
And good employees are the ones who leave.

So if this happened to you, you are not imagining it.

You were just the easier person to remove.

Has anyone filed one?
Did you sign your name?
Or stay anonymous?
Was any action taken?
Did you fear retaliation?

Harassment from coworkers, complained to HR 2 months ago, no investigation, fired me last month along with 45 other IT people. Is it a retaliation? Probably not.

I worked at Q for 10.5 years. I have complained to HR about harassment from a colleague (not a manager). Seems like they did not investigate this. Last month they fired me along with other 45 IT people. Is it a retaliation?

A Manhattan federal jury on Monday awarded $8.4 million to a New York University professor and former Cognizant Technology Solutions employee who claimed he was fired in retaliation for alleging the information technology company engaged in systematic hiring bias.

. . .

Jean-Claude Franchitti said he was fired in 2016 from a $350,000-a-year job after a decade at New Jersey-based Cognizant. He claimed it was retaliation for asking questions about the company's alleged bias toward hiring workers from India as part of a "cheap labor" profit model.

The award for Franchitti consisted of $4.2 million in back pay, or lost wages, and $4.2 million in punitive damages. The jury declined to award compensation for front pay, or future earnings, or for an emotional distress claim.

The trial revealed a dearth of written communications from Franchitti complaining about Cognizant's alleged strategy to keep a cheap labor pipeline open. His lawyers said Franchitti kept concerns verbal because he knew he was walking a "fine line" and wanted to find fixes diplomatically.

Franchitti is pleased with the verdict, his lawyer, Daniel Kotchen, told Law360 via email.

"The jury sent a strong message that violating employees' rights will not be tolerated," he said.

I brought up a concern about pay differences and suddenly everything changed. Conversations got colder, expectations shifted, and the tone turned noticeably different. It didn't take me long to realize that speaking up isn’t actually welcomed. Even small interactions have become awkward after that. Needless to say, I've learned my lesson. Staying quiet is safer than risking a target on your back.

HR is there to protect the company. You will experience retaliation.

I hear this company is constantly settling lawsuits with the EEOC and DOL through their poor management and businesses practices. The Spielberger Law Group is handling so many cases they may just start a class action. If you’re being discriminated against for Age (if you’re over 40) or being retaliated against after FMLA leave don’t wait to go to HR and start documenting the process. Then go to EEOC and DOL websites and start the claims. Then contact an attorney who specializes in employment law.