#talentmanagement

Permian has become a place hipos have to punch their ticket. This means the rest of us no longer have opportunities for career advancement as the roles for higher CL are all being taken by hipos cycling in and out. If you are in operations forget ever being able to get that promotion. You deserve it and would do a better job than the clueless hipo but you will never get the job.

Recently went through what turned out to be a fairly extensive hiring process with Walmart Global Tech. It started with an HR prescreen call, followed by a HackerRank technical interview with a Principal Engineer, and then I was flown to Bentonville for a full day in-person final round consisting of three separate sessions — coding on whiteboard, system design, and behavioral.
At the end of the in-person interview I was told that none of the three interviewers were the actual hiring manager. Instead my scores and evaluation have been uploaded to a talent pool system where multiple hiring managers can review my profile and reach out for intro calls if interested. I was told to expect contact within a week or two.
Has anyone at Walmart Global Tech been through this process — either as a candidate or as a hiring manager?

Specifically curious about:

1. How active is the talent pool — do hiring managers actually pull from it regularly?
2. What's a realistic timeline from talent pool entry to intro call?
3. Does being in the talent pool prevent me from applying to specific reqs on the Walmart career site?
4. Any general insight into how this process works internally?

In other words, we need to get rid of some people, let's find out who does what and how to do that.

Think about the people you work with. Every one of them has a distinct mind, a unique set of experiences, a whole library of skills they built over years. That is an enormous amount of potential sitting in one place. A smart company would see that as gold. Instead, most corporations treat employees like identical spare parts. Interchangeable. Disposable. If that is not a sign that the economy has lost its sense of what actually matters, I honestly do not know what is.

Salesforce will recruit 1,000 new graduates and interns. This hiring push supports the company's AI-led product development. CEO Marc Benioff announced this initiative on X. The broader tech sector saw over 81,000 layoffs this year. Major tech companies are cutting jobs while investing heavily in AI.

https://www.peoplematters.in/news/talent-management/salesforce-to-recruit-1000-graduates-as-layoffs-rise-across-big-tech-49448

I've watched seven talented people quit in the last nine months. Another three are currently interviewing elsewhere. The company is bleeding experience every week. And yet they're still talking about another round of layoffs. At this rate, there won't be anyone left to fire.

Has anyone had any sort of luck using the Talent Redeployment program / link as contained in the HR notice relating to Employee Separation ?

Maybe it’s because I’m just new-ish to Verizon but reading this article is the first I’ve heard of some of these talent initiatives…? Culture OS? Transparent career growth? Personalized development? Making it sound it seem like we’re some A-list people developer employer.

Am I just living under a rock or is this BS?

Regarding the Humana RTO policy, what is the... Live within 50 mile radius of Talent Hub requirement?

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The Humana Return to Office (RTO) policy, which has evolved significantly through 2025 and into 2026, utilizes a 50-mile radius as the standard threshold for determining whether an associate is required to work in person at a "Talent Hub" or corporate office.

How the 50-Mile Requirement Works

The core of the requirement is based on your primary residence in relation to a designated Humana office or hub.

Proximity Rule

If you live within a 50-mile radius of a Humana Talent Hub or corporate office, you are typically classified as a hybrid or office-based employee. This means you are expected to report to that physical location for a set number of days per week (or month), depending on your specific department's guidance.

Talent Hub Locations

Humana has identified specific cities as Talent Hubs to centralize collaboration.

Key hubs include:  

Atlanta, GA

Louisville, KY (Corporate HQ)  

Washington, D.C.

Additional Hubs: Austin, Boston, Charlotte, Chicago, Dallas, Denver, Fort Lauderdale, and New York City.

Remote Eligibility

Generally, associates living outside the 50-mile radius of these locations are eligible to remain in a fully remote status. However, even remote associates may be required to travel to a hub for quarterly meetings or specific team "co-location" events.  

Impact on Associates

The enforcement of this radius is part of Humana's broader strategy to consolidate its real estate footprint while increasing in-person collaboration.

Commuting Responsibility

If you are within the 50-mile zone, the commute is considered "normal home-to-work travel," meaning travel costs are generally not reimbursed by the company.

Exceptions

Exceptions are typically handled on a case-by-case basis and usually require high-level leadership approval. These are often reserved for specific roles that have been designated as "permanently remote" regardless of location, or for documented medical accommodations.  

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Humana’s "Talent Hub" strategy represents a shift from the traditional "sea of cubicles" to a "destination office" model. As of 2026, the company has significantly consolidated its real estate (notably exiting the iconic Michael Graves-designed Humana Tower in Louisville) to focus on smaller, high-tech, high-amenity spaces.

1. Design & Layout

The "Neighborhood" Approach

Humana has moved away from assigned seating in favor of Activity-Based Working (ABW). The layout of a typical Hub is divided into "Neighborhoods" tailored to specific needs:

Collaborative "We" Spaces

These make up the heart of the Hub. They include "Project Zones" with mobile furniture that teams can reconfigure on the fly, and "Huddle Rooms" equipped with 360-degree cameras and digital whiteboards for seamless hybrid meetings.

Quiet "Me" Spaces

For focused tasks, Hubs feature "Quiet Cars" (inspired by Amtrak). These areas have higher acoustic panels, carrels, and a strict "no-talking" rule to mimic the productivity of a home office.

Residential Aesthetic

The design uses a "hospitality-first" palette—natural wood, soft lighting, and ergonomic furniture that feels more like a living room or a boutique hotel than a sterile clinic.

The "Connected Café"

A central social anchor in each Hub, serving as a semi-public space for informal networking, coffee breaks, and "touchdown" work between meetings.

1. Usability & Technology

The usability of these spaces is governed by what Humana calls a "Phygital" experience—merging physical space with digital tools:

Intelligent Booking

Employees use an app to reserve desks or lockers. Over time, AI learns your preferences (e.g., "Mark prefers a standing desk near a window") and suggests spots when you book.

Smart Building Integration

In 2026, many Hubs utilize AI-powered lighting and HVAC systems that adjust in real-time based on occupancy and natural light levels to improve comfort and reduce energy waste.

Concierge Service

Moving away from traditional security-desk entrances, Hubs now feature a "Community Host" or concierge to help associates navigate the tech, find their teams, or troubleshoot equipment.

1. Employee Occupancy & Utilization

Humana’s occupancy strategy is built on the reality that the office is no longer the "default" location for daily tasks.

Daily Occupancy Rates

As of 2025–2026, daily building utilization typically hovers around 25% to 30% of the total local workforce. The offices are designed for "peak" days (usually Tuesdays through Thursdays) rather than 100% capacity.

Intentional Presence

The goal isn't "headcount" but "interaction." Humana measures success by "Experience-Based Metrics"—tracking how often collaboration zones are used and whether employees feel a sense of belonging, rather than just badge-swipe data.

Louisville Consolidation

The most dramatic shift in occupancy occurred in Louisville, where Humana moved its remaining in-office staff into the Waterside and Clocktower buildings, opting to renovate these spaces for $20 million rather than maintain the oversized and aging 27-story Tower.

Living just outside that 50-mile radius—these Hubs are designed to be the place you go for high-value team events rather than a place you'd expect to sit and answer emails all day.

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While Humana does not publicly disclose a single "total" price tag for the entire Talent Hub initiative, we can estimate the investment based on their 2024–2026 real estate filings and renovation permits.

Humana is currently executing a multi-year "Value Creation" strategy aimed at saving approximately $1 billion in annual administrative costs, part of which involves moving out of high-cost legacy real estate and into modernized, efficient Hubs.

1. Renovation & Build-Out Costs

The average investment to transform a standard office into a "Talent Hub" involves high-end technology integration and "hospitality-style" interior design.

Flagship Renovation (Louisville)

Humana recently filed permits for a $20.1 million renovation of the 10th through 12th floors of the Waterside Building (roughly 150,000 square feet). This averages out to approximately $134 per square foot for the interior fit-out alone.

Satellite Hub Estimates

For smaller Talent Hubs, like the Atlanta hub, typical Class A office "spec-to-hub" conversions in the current market range from $100 to $150 per square foot.

Total Portfolio Spend

Given the consolidation of dozens of offices into approximately 10–12 major Hubs, the total capital expenditure (CapEx) for the physical transformation of these spaces is estimated between $150 million and $250 million nationwide.

1. Technology & "Phygital" Infrastructure

A significant portion of the expenditure is "invisible"—invested in the digital layer that makes the Hubs usable:

Hybrid Meeting Tech

Equipping "Huddle Rooms" with 360-degree cameras (like Logitech Sight or Owl systems) and integrated scheduling panels costs roughly $15,000 to $25,000 per room.

AI & Proprietary Apps

Developing and maintaining the custom desk-booking and "Experience" apps used by employees represents a multi-million dollar ongoing operational expenditure (OpEx).

1. Real Estate Savings (The "Off-Set")

It is important to view these expenditures as part of a cost-reduction play.

The Humana Tower Exit

By exiting its 27-story namesake tower in Louisville, Humana avoided massive maintenance and utility costs. That building is currently being redeveloped by third-party developers into a hotel in a project valued at $600–$700 million—costs that Humana is no longer responsible for.

Occupancy Reduction: Because the Hubs are designed for roughly 30% daily occupancy, Humana has been able to reduce its total square footage by an estimated 40% to 50% since 2023, leading to massive savings on leases and property taxes.

The Bottom Line

Humana is spending hundreds of millions upfront to modernize these spaces, but they expect to recoup that investment within 3–5 years through reduced lease obligations and lower utility/maintenance costs across their smaller, smarter footprint.

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ExxonMobil will be a case study for how not to do strategic workforce planning. All of the HR Talent management programs are being put together to deliver the lowest cost organization for the long term which is very different to an organization that can continue to deliver. Give it 5years and the organization will be unable to deliver. The HR Leadership team don’t realize the impact of losing our friends in Canada, Australia, UK, Malaysia, Europe and there’s more to come. India is the future but not going to deliver what the organization needs or wants. BIg bet is a gamble for the future. Get our now

Fiserv used to have its pick of top candidates. Now the pay and benefits are so poor that only the people who can't get hired elsewhere will take jobs here. Half the workforce is undervalued and it shows in the quality of new hires.

Algorithm for PMP and ranking. Yes I said it. Now its all new, so there will be considerations. But if AI you can compare across organization and huge data bases. What I am saying, it there are known attributes for high potential.And performances. Have a great day!

It seems like D&S has been dissolved. What is going on with our talent management organization?

Apparently, guidance is coming down that we’ll be participating in a company-wide IQ-style assessment. I’ve heard it consists of puzzle-based short games designed to identify talent and is conducted via screen recording and webcam. Each organization will have its own scheduled window through the end of next month. Historically, hasn’t talent here been evaluated primarily through academic performance? It’s curious what we might discover by measuring people in ways that have almost nothing to do with what they actually do.

In speaking to others during my lunchtime, we all agree that technology is going to be the biggest area that will suffer. And when technology suffers, the customer base will suffer. No one, and I mean no one is going to bend over backwards, work evenings, or weekends anymore without work/life balance. A lot of good talent will leave. And remember, even though we are replaceable, good talent takes time to find and bring up to speed. We are talking months! Who is going to pick up the slack? The managers? They can only do so much. They are already over stressed and overworked putting in so many hours.

The worst thing as well, is the media will get wind of this confirmation of a 5 day return to work requirement and PNC’s reputation is going to suffer. Mark my words. It will make them look bad. Why couldn’t we just be a leader in the banking industry and keep it at 3 days a week? Why do we always end up being the follower? Can you imagine the talent we could bring in with a good life/balance plan? At the end of the day, when employees are happy, they tend to go above and beyond for their employer. That’s a known fact.

The TA leadership is pathetic. They cut recruiters and support but save all managers and are left with a group an individuals who can’t lead, make decisions or train a team. They are great at things that do not matter like monthly or holiday meeting that do little for morale it usually pi---s people off.

Let’s look at these managers, one saved manager, manages BRGs. The BRGs did just fine with no manager. Salary $130k

The conductor manager - runs conductor recruiting. You just laid off the whole conductor recruiting team, but kept her.

The mechanic and engineering manager, we don’t and haven’t hired one of those roles in months. Also tech and Corporate- also, not a single hire in months. In addition she’s always on FMLA.

The top TA managers were kept even though they haven’t made a solid decision or anything productive in years.

These layoffs weee driven by friendships instead of production and once again CSX has proven to be burden in Jacksonville instead of a community partner that cares about its place in the city.

Stay away from this place

There is a growing need to rebuild the IT organization from the ground up. The current structure appears unsustainable, largely due to internal dynamics that prioritize personal networks over objective talent evaluation. When hiring and project assignments are influenced by informal relationships rather than skill, capability, and proven performance, the long‑term stability of the organization is put at risk.
A core issue is the communication gap that arises when teams lack strong, shared comprehension of requirements in English, documentation, and escalation details. Even when individuals speak clearly, English comprehension and interpretation of complex technical or business requirements must be precise. When this breaks down (not clearly communicated), issues are not reported accurately, root causes are misunderstood, and projects drift off course. (This is occurring a lot and people are tired of reporting it)
This is especially critical for AI and advanced technology initiatives. (Ask Google and MS why they laid off AI team sets it is because of comprehension failures) These projects require highly specialized skill sets, rigorous communication, and a culture of accountability. Without the right mix of talent and leadership, these initiatives are likely to struggle or fail.
To succeed, the organization must ensure that:
• Roles are filled based on capability, not personal networks. (Not friends trying to get Greencards or needing a job for H1B placements)
• Project teams are diverse in skill, background, and perspective.
• Communication standards are enforced consistently across all teams. (Half the time most team members are not communicating issues in English to everyone this is where the breakdown is)
• Internal “clubs” or closed circles are dismantled in favor of transparent, merit‑based structures. (This needs to be done)
These observations are not directed at any specific group—they reflect systemic issues that can affect any organization. My goal is simple: I want to see Fiserv succeed, and that requires a strong, well‑structured, and talent‑aligned IT foundation.

It's somewhat interesting to me that BofA would go through the entire process of hiring a bunch of tech employees, fire them all after a few months, then post the exact same job opening - complete with the exact same typos as before. The only thing that has changed is the deadline for applying. Churning and burning your way through talent is a good way to scare off legitimate prospects in the future - word gets out.

Upset and sad to hear that an exceptionnally competant colleague was told today was their last day.
Where is illumina going depleting itself of its talent.
It s sad to see such a previously notorious company falling into pieces.

Next Quarter
So, there's a lot going on here… Q3 and we're revving up for Q4… and we're preparing preparing for Q1. you know we have our eyes on the following Q2 and Q3 that comes after that and then that pivotal Q4 kind of ramping out to 2027… pivotal Q1, until 2027 Q2, followed by that Q3 and the Q4, kind of going into 2028 Q1. so there's a lot that we are kind of like laddering up there's a lot, kind of going over and we're gonna make sure that we kind of like we are not boiling the ocean or jumping shark next quarter. Upcoming quarter, also, headcount rebalancing. And talent retention.

We're pulling in new grads left and right now, and that might be fine if the candidates were strong, but they're really not, and it makes the whole situation feel like a huge downgrade from when this place only hired top talent. With all the layoffs happening, it makes way more sense to bring back experienced people who already know the work or at least hire folks who actually understand what they're doing. Instead we're ending up with new hires who are completely lost and not remotely interested in learning, which helps no one and drags the rest of us down. At this point, a hiring freeze would probably be smarter than pretending this current approach is getting us anywhere.

The best people leave first. Not that Medtronic seems to care about keeping skilled and experienced employees.

Hopefully SF is considering de-mutualizing in efforts to remain a force in the industry. Not to mention an IPO and/or being purchased by another stock company could be both beneficial for current and future employees… as well as attracting and retaining top talent.

If you’ve been at Target long enough, you already know the script. Every quarter, leadership throws around the phrase “Talent Management.” Translation: time to trim the herd.

They’ll call it “attrition.” Some whisper “quiet layoffs.” But the reality? Someone’s getting cut — period.

The “how” is a messy art form. The 9-box moved like a chess game. Performance “indicators” twisted to fit a narrative. And don’t forget — personal favorites always seem to survive.

Let’s not pretend — sales numbers and the economy are the real puppet masters here. When performance dips, heads roll.

Based on past cycles, expect another round around late January or March.

Don’t get cozy — recession vibes are real, and this economy isn’t healing overnight.

So here’s your wake-up call. Update that resume. Polish that LinkedIn. Tap your network. Start thinking pivot, not panic.

Because when the next “reorg” email drops, it’s not if — it’s when.

May the odds be ever in your favor.

things are happening:
1) update talent profile
2) interactions totals
3) use the specialist/ pipeline accelerate

guessing stack rankings

I get so frustrated when I hear LBT say that one of his goals is to attract and retain top technical talent. At the same time, he runs on a hiring spree for his old friends for the top buck EVP positions, people who make no impact or difference whatsoever. Meanwhile, the actual engineers, architects and technical leaders from grades 7-10 are fleeing the company with no meaningful effort made to keep them. It's such a hypocrisy and a complete waste of money.

As a mid 30s product lead I am tired of watching the same lifers get promoted while teams drown. If the company wants to move forward they should stop protecting folks who add nothing and hire people who actually know modern tools and care about outcomes.

We’ve been losing competent and skilled employees for a long time now. Not just those in critical roles, but experienced, reliable people across the board. What’s the plan here?

Any one know how it will work? Who gets final say on who stays and who will go? Will people be forced to move groups? So many questions!

Just a general thread, tell us what you think.

I left Oracle three years ago and now see many former colleagues moving into VP or Senior Director roles. The bar seems lower than a decade ago. Back then, an IC5 promotion required pitching to several VPs; Director → Senior Director often took 5–8 years of hard work; becoming VP could take around a decade for top performers. Today I’m seeing a average guy become regional VP of AI with only a bachelor’s degree, little to no AI experience, and limited overall sales experience (<3 years at Microsoft, and in fact later fired). Has the process changed, or are titles being inflated? Where is this going? Is this a talent development, I guess not...