#transparency

Just curious how many people are asking hard questions which don't get answered. I know I keep posting things, but since they are difficult, they aren't answered even if no other questions are out there and there is time to answer them.

We all know that NetApp gatekeeps questions, I'm just wondering how much.

Similarly with Survey's everything is always in the 70's 80's but looking through the comments shows a vastly different picture.

I mention something, and I get the cold shoulder immediately. I just want to see if I'm being underpaid.

It's harder to stay focused because nobody seems sure what the plan is anymore. We're still doing the work, but we're being kept in the dark on so many things. I'm getting really, really tired of it.

Layoffs (not volunteers) happened today in Lexington. Per typical Xerox style, no transparency on how many or who's affected. Good luck all.

I come into work every day wondering if something is about to change and nobody says a word. The lack of communication about job security is becoming exhausting.

Why does management say presence reports aren’t really scrutinized anymore? Bull, if anything they are used even more.
Why do you claim we have flexibility? Bull, we need approval in advance for Caregiver & WFH if we’re sick- that’s babysitting, not flexibility.
We care about employee well-being? Bull, why do you go into hiding every month to create next surplus list. Just cut what you need and let the rest of us exhale.

Waters hasn't been posting salary ranges for US-based roles in MA and California. Pay transparency, y'all! State fines are definitely incoming. HR is messed up. Live your legend!

The Unshredded Truth About Dell

I've worked at several companies over the years, and I have never seen anything quite like the culture of secrecy that exists here. Management hoards information, doling out tiny scraps only when absolutely necessary. They don't trust any of us to handle bad news or make decisions, so they treat us like children instead of empowering us to do our jobs well. The result is a workforce that's disengaged, frustrated, and constantly in the dark about where the company is actually headed. It's frustrating, to say the least.

At some point, there needs to be real transparency around bloated administrative layers and whether they are creating proportional value. The people building, selling, supporting, and moving the business deserve a fairer share. Every company is flattening. If Cisco does not do the same, it is only a matter of time before employees, customers, and the market start questioning Cisco’s relevance.

Well said, @cp+1kr4j9r3b.

It’s about time these fu--ing millionaires in the C-suite open up a town hall for real questions.

Do it, cowards.

I hear some managers are addressing with local teams and the results are bad. Why hasn’t c-suite addressed it? Do you think they are waiting for a TH? I would think some short-term communication from the top would really help clear things up and keep everyone aligned on improving the company

I recently participated in a high-level meeting where it was communicated that Global intends to transition remaining employees to the vendor InfoSys through a “rebadging” process rather than conducting direct layoffs with severance packages.

During the discussion, concerns were raised regarding whether employee tenure, PTO accruals, bonuses, and severance eligibility would be honored under this transition. When specifically asked about severance obligations tied to rebadging, Matt Tracy reportedly stated: “It won’t be our problem anymore because they won’t be Global employees.”

While compensation may be presented as remaining “the same,” the loss of accrued PTO, annual bonuses, tenure recognition, and severance protections represents a substantial reduction in overall employee value and security. Many employees are concerned that this transition is structured to shift operational knowledge to InfoSys while reducing Global’s long-term financial obligations to existing staff.

Based on what was communicated, there appears to be a broader plan to transition significant portions of Operations to InfoSys over the next year.

For employees who have remained through repeated restructurings, increased workloads, uncertainty, and sustained organizational stress, this feels deeply unfair and dismissive of the loyalty and contributions that have kept these teams functioning.

Employees are not asking for special treatment. The expectation is simply fair treatment and reasonable protections during any transition process, including:

• Recognition of tenure
• PTO carryover or compensation
• Preservation of benefits where possible
• Fair severance protections
• Transparency regarding long-term employment expectations

Without the current teams, there is no operational continuity or transfer of institutional knowledge. Employees should not be expected to facilitate a transition that materially disadvantages them without meaningful protections in place.

This is not a call for insubordination. It is a request that employees be treated fairly, transparently, and with respect for the years of work and dedication they have given to the company.

Weeks ago, they sent out an email stating the results would be provided, but of course, nada to date.

This is the hallmark of a very dishonest, disorganized, non-transparent company.

This survey was originally distributed last fall? (it was so long ago I forget when it was), and now we’re almost into June and they still can’t get their act together.

Total disgrace!

I have been thinking about why pay is so broken both in our industry and at DXC, and I keep coming back to two issues. First, companies treat hiring as a cost to be minimized rather than an investment in talent. Second, nobody knows what anyone else is actually making, so we are all just guessing at what fair pay looks like.

No wonder Ford is last to see new technology. The word Trust is missing in the Ford dictionary.

From Ford Authority: Back in October 2022, Ford was found guilty of violating its contract with Versata Software after a court determined that the automaker breached its contract by misusing and disclosing confidential information. Ford allegedly reverse engineered Versata's software for its own use without a license, which was then used to manage how various components are configured during the vehicle assembly process.

Ford was ordered to pay $104.6 million in damages to Versata following this decision, but The Blue Oval did appeal the verdict - an action that worked, as U.S. District Judge Matthew Leitman threw out that claim and reversed the jury's decision back in May 2023. It seemed as if that saga was over at the time, but now, the U.S. Court of Appeals for the Federal Circuit has opted revive $82.2 million of that original $104.6 million verdict, according to

Nike is in the middle of Founder’s Week and JDI Day is right around the corner. Now leadership wants to talk about inflection points, comebacks, legacy, courage, effort, and getting back to what made Nike great. I get the history. I get the speech. I get what they are trying to do. But from the floor, it hits different.

It is hard to hear “we are going to be fine” when the people making the biggest decisions still have titles, stock, bonuses, protection, and seats at the table. Regular teammates are the ones wondering what is next. We are wondering if raises are coming, what PSP will look like, and if we are really safe or just still here for now.

People keep saying, “At least you didn’t get laid off.” I understand what they mean, and I am not trying to minimize what teammates who were laid off are going through. Losing a job is serious. It affects families, bills, insurance, and peace of mind. But at the same time, it is hard to act like everything is okay for the people who remain.

From what I understand, some teammates who were laid off were kept on the books for a while, some received severance, and in many cases there was COBRA or some kind of transition support. That still does not make being laid off easy, but at least there was a next step. For the people still here, there has not been much clear communication. No real talk about PSP. No clear talk about raises. No clear talk about long-term stability. We are just expected to keep showing up, keep producing, keep adjusting, and be grateful because we were not cut. That does not feel like security. It feels like being minimized.

The floor has been doing the work. Teammates across all shifts have been doing the work. Production teams, support teams, trainers, technicians, leads, and everybody keeping things moving have been doing the work. People are running lines, hitting numbers, solving problems, training others, covering gaps, answering questions, fixing issues, and keeping product moving while trying to understand decisions we had no voice in.

So when leadership talks about fixing what needs fixing, I agree. But accountability should not stop at the floor. The people closest to the work should not always be the ones left carrying the weight from decisions made above us.

The timing of all this feels strange. Founder’s Week is happening. JDI Day is coming. Big speeches. Big messages. Big legacy talk. Meanwhile, a lot of regular teammates are sitting with uncertainty. People show up to these events because they want to belong. They want to believe in the company. They want to be part of something bigger. I respect that. But I also think some people do not fully see how much weight is being carried by the people with the least power.

I do not need more inspiration right now. I need real communication. I need transparency. I need leadership to explain what is actually being fixed and show that they understand the weight this puts on everyday teammates, not just the brand, the stock price, or the comeback story.

Nike talks about doing the work. The floor has been doing the work. All shifts have been doing the work. Now leadership needs to do the harder work too. Be transparent. Be accountable. Explain the plan. Stop acting like people should be quiet just because they survived the last round.

The comeback cannot just be a message from the top. It has to show up in how people are treated.

It didn't look like it on the all hands, lots of red but we will get there they say

When, where, and number of affected workers would go a long way to allying fears and improving mental health as well.

It would also dispel rumors of large layoffs and improve optics with the media.

Hey guys,

I had to post because the new elevator system that just rolled out with HMP is awesome. It creates even more chances to run into people from other teams and keeps that great collaborative energy going all day long.

Im all in on the open plan unassigned seating. The way it gets everyone mixing together, sparking real conversations and solving stuff on the fly has been a total game changer. Its made coming into the office genuinely fun and way more productive.
We should really accelerate the full HMP rollout and finally transition those last remaining private offices. Getting everyone out into the open would expand collaboration even more and help us become a true one team organization.

Leadership has been so smart and transparent about these workplace changes. You can see the vision is working and its helping us pull ahead of the competition.
This whole HMP direction just keeps delivering. Im more pumped about it every week.

Anyone else feeling the same? Would love to hear from the field and ops teams
especially. When you come into the office are you noticing how much easier it is to connect with people now?

Any word on this being reverted? Do they actually care about our attendance? What the heck is going on and why wont they talk to us.

I’m sure there is a plan and it seems the first rule of Dan’s plan is not to talk about Dan’s plan

I’m just guessing but it would make sense if the plan is so unpalatable to existing employees that the leadership cannot be open about it

The worst part about everything happening lately is the complete lack of accountability from senior leadership. They’re the ones who championed the Spotify model. They’re the ones who forced people into different roles to support it. They’re the ones who went on a hiring spree during the pandemic. They’re the ones who shut down overflow sites. They’re the ones who dragged their feet on AI adoption. And now they’re laying off some of their strongest supporters while forcing everyone else back into the office without a clear strategy or any acknowledgment that mistakes were made along the way.

Our department head held a Q&A today, and it felt like a wasted opportunity. This could have been a moment for honest discussion about the layoffs and reassurance for employees. Instead, it came across as heavily managed dramatics. Submitted questions were either ignored, removed, or reworded in ways that changed what people were actually asking. There still weren’t any answers about the reasoning behind the layoffs or the return-to-office push. They said employees should stay home when sick, but also warned there are consequences for missing too many days without defining what that means. Then the meeting ended with comments about how stressful this situation has been for leadership and suggestions that employees seek therapy to cope.

If a workplace is creating so much stress that employees are being told to talk to a therapist, maybe leadership should reflect on what that says about the environment. People who dedicated years to Fidelity are now worried about supporting their families, finding new jobs, or remaining in the country, and leadership wants sympathy for how difficult this has been on them? Pardon the language but b!tch please.

Don’t talk about transparency while filtering out uncomfortable questions. Don’t frame this as a shared hardship when employees are paying the price for leadership decisions. Whatever culture used to be here years ago is long gone. The rot is here and it won't go away because it starts at the top.

My LL3 accidentally mentioned this site when they were complaining about people complaining on social media. The executives all read these posts and I think it is them and HR that make all the inane posts to bury things they would rather you aren’t reading.

Managers simply protect their favorites and no merit in lay offs. Managers simply lie to their employees that they know nothing about layoffs. Leadership needs to adopt some transparent system or will be left with nepotism or favored employees.

Managers acting like street goons in corporate clothes.
Every small thing turns into LR pressure just to force output from employees.

Data Center BU has become mad corrupt.
No transparency, no professionalism, just power trips and internal politics everywhere.

The morning ODW went live, workday was still functional for a few hours... Logged into that and it said that site visit dashboards were being retired.

On the official RTO policy page, it states...

"bla bla bla fluff... While attendance will not be actively shared at individual or leader level, this expectation is non-negotiable." - Ok but what exactly does "leader" mean? Direct manager/director? Or execs?

WTF does that even mean? Why can't we see our own site visits? What harm has that done? Leader as in our direct manager, or is it execs as well?

I already keep an excel spreadsheet tracking my own site visits + PTO days because I don't trust the badge readers but why tf would they take those dashboards away anyways?

Maybe it's so managers can't see and warn those who aren't going in often enough? idfk bro..

I genuinely don't think Dell will EVER straight up say "site visits are no longer being tracked" because 99% of people would quit showing up lol. So I can't help but wonder if the wording is purposely confusing to make people think it's being tracked still?

Why do they have to stay so vague? Why not give us the exact number?

BNY keeps pushing RTO 4 days/week and open‑desk seating like nothing in the world has changed, while employees are left wondering whether leadership has even skimmed the latest CDC guidance on workplace exposure risks. The CDC may not mandate hantavirus controls, but it’s clear about best practices: identify and control rodent presence, seal workspaces, improve ventilation, use PPE when needed, and restrict work for exposed or symptomatic employees. OSHA’s general duty clause still applies — employers must provide a workplace free from recognized hazards. Rodent‑borne pathogens qualify.

Many employees in the Jersey City office in particular have reported concerns on this forum regarding concerns of rat infestation and control.

So here’s the question employees keep asking: Will BNY communicate anything at all? Will they adjust RTO, restrict open‑desk seating, or even acknowledge that shared workspaces increase exposure risks? Or will they continue the pattern — silence, spin, and “business as usual” — while employees shoulder the health risks?

With the recent cruise ship outbreak and the 2025 death of actor Gene Hackman's wife and dog, people are concerned and fearful, especially given current RTO policies.

BNY has a stewardship responsibility, not just a shareholder one. If state or local OSHA programs tighten requirements, the bank won’t be able to hide behind “CDC guidance is voluntary.” And even now, nothing stops BNY from adopting the CDC’s recommendations as a basic duty of care.

People aren’t asking for miracles. They’re asking for transparency, updated safety protocols, and a realistic assessment of whether RTO makes sense when exposure risks — viral or otherwise — are rising.

Until leadership addresses these concerns directly, employees are left to wonder whether workplace safety is a priority or just another line item to downplay.

I think most people know by now tomorrow is the day, with a few people in denial. This was a quota game, leaders were told to eliminate x number of people for many teams as the only consideration.

This isn’t the end either. There will be more rounds this year. If as a business, they decide we need to do cuts, fine. But they continue to cut talent and drag out morale instead of doing it all at once. We are all being told to take on more for no extra pay and use AI which constantly makes mistakes. The only reward is MAYBE keeping your job. Talk about transparency and doing the right thing… yet let’s keep making employees live in fear.

to put out a statement that either confirms or denies this event if it is indeed true or just rumors.
It’s bad business keeping it out there it can shake investors too hearing about this. Everyone wants stability. Needs stability so transparency is paramount.

Colorado State University announced plans to cut 178 full-time equivalent positions. Scores of colleagues were laid off across campus. State funding is now expected to decrease by under $1 million. Tuition revenue is projected to increase by $11.3 million. Faculty express low confidence and cite a lack of transparency.

Fort Collins, Colorado

https://collegian.com/articles/featured/2026/05/category-opinion-ltte-csu-administration-pushes-layoffs-despite-improved-budget-outlook/

Heard some areas are moving under https://www.infinite.com/
consolidating vendors. not sure if its like another NDA.
this company is not transparent....not telling any info.

I’m gonna say this plain and simple — this company is rotten at the core.

I’m telling you, the experience was beyond frustrating. It’s the kind of disappointment that sticks with you, not because of what happened, but because of how it all went down.

What really gets me is the lack of integrity in leadership. The SC leader — all flash, no follow-through — will tell his team one thing, turn right around and tell senior leadership something else, and somehow still walk away taking credit for work that ain’t his. That doesn’t happen by accident. That’s a culture that allows it.

I sat through that Appian World presentation and just thought… “this is what we’re backing?” It wasn’t just weak — it was a clear case of style over substance. And the fact that nothing changes after something like that? That tells you exactly what this company values — and what it doesn’t.

Folks who put in the work, who show up and deliver, they’re the ones getting pushed out. No fairness, no honesty. And yeah, that leaves a bad taste. Not because of the outcome — I’ll land on my feet — but because of the way it was handled. When there’s no transparency and no accountability, trust doesn’t stand a chance.

And if you want proof beyond the inside story, just look at the market. Ten years public, and the stock’s barely moved. That ain’t bad luck — that’s a signal.

This isn’t a company hitting a rough patch. This feels like one that’s lost its direction altogether.

If you’re on the SC side of the business, I’d take a long, hard look at where things are headed. Don’t sit around waiting for it to turn — by the time it’s obvious, you’re already in it.

…after completing the GES, employees cannot go back and look at the results from previous years surveys. In fact, only Managers can access it…but only after requesting permission to do so.

DXC does not spin up a truly new platform in 12–18 months, especially given their engineering capacity, budget constraints, and the leadership churn you’ve been tracking.

But here’s the real story:

OASIS is built on the same underlying lineage as Platform X — but DXC is deliberately avoiding saying that publicly.

It’s quite unfortunate that there is no transparency in this organization. The Uniondale office has had rumors of its imminent closure for more than a year, yet no clear discussion. It’s the worst kept secret in the company. Hard working long term employees are waiting in angst to see where they will eventually end up-if at all-200 Park?? 240 G?? And when will the higher up’s finally give the little people the answer? There are many considerations for the mostly LI RESIDENTS- the cost of the LIRR, the extra time added to an already long day, child care, elder care, even pet care, but it seems like the “decision makers” don’t care. It used to be a terrific place to work, with talented and dedicated employees, yet some how these wonderful employees are falling by the wayside. I hope they Uniondale office gets some clarity soon, secrecy is certainly not a great way to conduct business.

It’s the ELT and SLT lying to everyone.

It is difficult to maintain confidence in the current Light & Wonder executive leadership, particularly as their transition from Aristocrat has been overshadowed by a perceived lack of transparency. The decision to displace established leaders in favor of former associates suggests a preference for insular hiring over organizational stability.

Furthermore, an approach that prioritizes rigid internal directives over collaborative expertise has made it challenging to foster a culture of mutual trust.