#transparency

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.

I posted an honest review of this place six months ago. Detailed, factual, not emotional, no swearing, no insults, nothing. It lasted I think four days, if not less. I don't know how they do it, but Xerox management is definitely requesting some reviews be taken down.

GateHouse Media is conducting layoffs across its newspapers. The Providence Newspaper Guild president states GateHouse is not disclosing the total number. The union has confirmed six layoffs at the Providence Journal. Reports indicate approximately 200 employees were laid off nationally. GateHouse's CEO called these cuts "immaterial" to the company.

Providence, Rhode Island

https://www.golocalprov.com/business/head-of-projos-union-says-gatehouse-is-not-disclosing-number-of-layoffs

There used to be a real sense of looking out for each other — that’s what made this place different. Lately, it feels like that’s been replaced with back-channel conversations, politics, and a constant need to watch your back( since the near shore, off shore concept started) They have more holidays, vacations that us folks .they are cost effective for l10 and below but most of them are banded and they definitely are not mature for it. No back ground check just got hired . i have few in my workspace.

It’s getting harder to trust intentions. Decisions don’t always feel transparent, and visibility doesn’t always align with contribution. That creates an environment where people are focused more on positioning than actually delivering.

Also hearing increasing concerns from the I&O space — behavior that comes across as bullies, b***, aggressive or dismissive, which isn’t what we should be normalizing as ‘leadership’ or ‘accountability.’

This isn’t about one team or one geography — it’s about the culture we’re building. If we don’t address it, we risk losing what made this place strong in the first place.”**

Update from Dan notes that the bone tree office is no longer penetrating the market, so this office is confirmed to be closing. All employees moving to previous WFH model, and then RIFs determined at an “unannounced” date. Sounds like there will be some consideration regarding the amount of candor an employee demonstrates.

What happened to management doing the right thing and being transparent when potential reorganization was in the mix? After more than a decade, I recently retired only to find out that my position was changing and becoming 2 positions. Had they been transparent, a severance package would have come my way - nope. They stayed silent at my expense. Made me remember it’s only a job - and I cared more than management did. Has this happened to anyone else?

Mass layoffs are increasingly common, often involving thousands of roles at once. How senior leaders handle these decisions profoundly impacts organizational trust, talent, and performance. Research indicates that while layoffs offer short-term financial relief, they can damage long-term engagement and institutional knowledge. Effective leadership during layoffs requires clear rationale, human conversation, and dignified treatment of employees. Companies must prioritize support and transparency to maintain a strong culture.

https://ca.finance.yahoo.com/news/layoffs-leadership-test-executives-193830410.html

This is one of the most frustrating teams I have worked in at CIBC. There is a strong perception that hiring decisions are heavily influenced by personal connections with certain consulting vendors, rather than being fully merit-based. Many roles seem to be filled through preferred consultancies, which raises concerns about fairness in the hiring process and how corrupt these indian managers are.
Additionally, promotion decisions often appear to favor a close circle of internal contacts, which makes it difficult for genuinely strong performers to grow within the team. Over time, this environment has led to a loss of trust and has pushed talented individuals to consider leaving.
Overall, while the work itself can be meaningful, the lack of transparency in hiring and promotions significantly impacts morale and retention.

What's happening with HPE? One week something is fine, the next week it’s not allowed anymore. We only find out after the fact when someone flags it. For the past year I've felt like I'm always one step behind something we weren't even notified changed. How are we supposed to work like this?

Carrot + stick + fear + metrics” = control-based management Transparency = trust-based management

Once this was a company employees would be proud of working for but now it’s just a shadow of its former self.
We career from one RIF to the next whilst being told by disingenuous leaders that AI will take care of everything.
Work from the office, no work from home as you won’t have an office. Use google, no Microsoft…no Google etc etc.
There is a total lack of honesty or transparency from leaders. They are all running scared and frantically trying to get on the “relevance” lifeboat. Forget “women and children first”…these guys are cowards only interested in covering their own backs and surviving.
No strategy, no communication, just chaos.

Been seeing a lot of people bashing Corporates lately, and didn't want to miss out on the fun. I wonder what Corporates Customers and Partners would think of they knew every conversation with a sales rep is recorded, and searchable by anyone in the company.

No, I am not joking. Anyone at any time can search a database of 1000s of hours of meetings, and discover in real time which firm, whether it's KPMG, Deloitte, EY, or Accenture and find out who is working on a new opportunity with a potential or existing client. Taking it one step further, as a result of a simple search, anyone can find out who is involved and timing. There is no data privacy, and no controls on who can access information.

You can't make this stuff up. This is Corporates Leadership for you.

#KPMG #Deloitte" #EY #Accenture #Dataleak

At Centene, I think not!

Anyone else dealing with a manager who treats information like it’s classified? Getting even the simplest thing feels like pulling teeth. At this point, I’m losing more time chasing answers than actually doing the work.

GK’s brand reputation clearly stands for doing what’s best for the stock and not for the employees.
It’s time to show her again, like we did after the first townhall, that we do have a say.
Go on Glassdoor, indeed, etc. and tell those looking for work at USB that this place su-ks and she, along with her MC, are a bunch of knuckleheads with no care for the employees.

Ask the tough questions on the townhall. Vote up the questions about trust, transparency and lack of care for employees. Call out the head of HR for being such a terrible leader and policy maker and reach out to your local news and let them know about this last RTO mess they created.

Remember when you could read the Company's Annual Report and know exactly how much the Company earned in the prior year?

Illinois Secretary of State Alexi Giannoulias’ Driving Change campaign – launched to combat unfair and discriminatory auto insurance practices – is now delivering results, as legislation advancing insurance reforms has passed the Illinois House and will return to the Senate for a concurrence vote.

Senate Bill 1486 builds on the momentum generated by the Secretary of State’s statewide advocacy effort, which elevated concerns from Illinois drivers and helped shape a comprehensive proposal to bring greater fairness, transparency and accountability to insurance ratemaking.

“As Secretary of State, I’ve been clear that driver’s deserve quality auto insurance at a fair price,” Giannoulias said. “Thanks to the thousands of voices of Illinoisans who shared their stories through our Driving Change campaign, we’re now on the verge of passing meaningful reforms that will hold insurance companies accountable and help make coverage more affordable.”

Senate Bill 1486 introduces several consumer protections, including:

Requiring insurers to provide at least 60 days-notice before increasing renewal premiums by more than 10 percent for auto or homeowners policies.
Expanding Illinois law to explicitly prohibit auto insurance rates that are excessive, inadequate or unfairly discriminatory – defined as rates that do not reflect actual differences in expected losses and expenses.
Granting the Illinois Department of Insurance greater authority to review rate filings and challenge those deemed unfair, with a clear process and timeline for hearings and resolution.
Preventing insurers from shifting costs from out-of-state risks, such as natural disasters, to Illinois policyholders.
Modernizing the National Safety Council’s Defensive Driving Course by aligning the in-person course requirements with the online course requirements.
The legislation reflects concerns raised during the Driving Change campaign, which Giannoulias launched to spotlight how insurers use socio-economic data including credit scores, ZIP codes and age to set rates in ways that disproportionately impact seniors, working families and communities of color.

The Driving Change campaign kicked off in Chicago’s Bronzeville neighborhood and included partnerships with organizations such as AARP Illinois.

“As this bill moves through the final stages, we are taking a meaningful step toward a more transparent and accountable insurance marketplace,” said Leader Robyn Gabel. “Illinois drivers and homeowners deserve a system that is rooted in fairness, prioritizes actual risk and protects consumers from excessive or unjustified rate increases.”

“For too long, Illinois families have faced rising insurance costs without clear justification. Senate Bill 1486 establishes important guardrails to ensure rates are not only transparent, but fair,” said State Representative Thaddeus Jones. “This is about protecting consumers and making sure insurance companies are accountable.”

As part of the campaign, the Secretary of State’s office launched an online portal – www.ilsos.gov/drivingchange – allowing Illinoisans to share personal experiences with insurance pricing and advocate for legislative reform. Feedback collected through the site and a series of statewide town halls directly informed the policy framework now advancing in Springfield.

The push for reform comes amid rising insurance costs statewide. Illinois auto insurance rates increased 18 percent in 2024. At the same time, Illinois remains one of only two states that does not require prior review of insurance rates, leaving consumers vulnerable to excessive or unfair pricing.

https://www.ilsos.gov/news/2026/march-19-2026-giannoulias-auto-insurance-reform-bill-clears-illinois-house.html

I didn’t fully connect the dots a couple weeks ago but our leader made sure we saw the update to the in office goal on Workday, and that it meant full days which was at least 6 hours. I didn’t think much of it until yesterday when we saw all of the discrepancies. The tracked number is over 6 hours which they will never tell you because they want 8.

Platforms like Indeed and Glassdoor no longer allow truly anonymous comments—corporate agreements behind the scenes have made open discussion nearly impossible. At this point, Layoffs.com is one of the few places where employees can honestly share what’s happening inside the company, especially since leadership keeps us in the dark as much as they can.

Auburn City Council discussed budget troubles and potential layoffs at a recent meeting. Residents and union leaders expressed strong concerns about proposed workforce reductions. Public speakers also questioned city transparency regarding records requests and spending. Concerns were raised about the use of Flock license plate surveillance technology. The council approved routine measures and began the new fiscal year budget review process.

https://www.fingerlakes1.com/2026/04/04/layoffs-surveillance-fears-and-transparency-concerns-dominate-auburn-council-meeting/

There is an AI assistant called Sherlock that is now handling the majority of customer cases. Instead of working directly with TAC engineers, customers are unknowingly interacting with this virtual assistant for most of their support experience.

TAC engineers have been instructed to “overwatch” — essentially to train and correct the AI model — with the expectation that a significant portion of AMER TAC will be laid off in FY27. After these reductions, customers will primarily be supported by cheap TAC teams in India and Mexico.

What’s most concerning is that TAC engineers have been explicitly told not to disclose any of this to customers. They are being directed to remain silent about how cases are actually being handled, leaving customers with the false impression that human engineers are actively working their issues when, in reality, the AI system is driving the process.

This lack of transparency means customers are being misled about the nature and quality of the support they are receiving.

Note: This should not concern you if you're a premium HTTS customer

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

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?

With the layoffs, outsourcing jobs, AI taking over - I wanted to see if anyone else wants to be transparent about salary and role.

High band 3 in management track - just received 2.75% increase at 81k. 4 years with Evernorth.

Goal for me is to see what others are making and if I’m being paid fairly.

New York updated its WARN law to address AI's impact on job cuts. More than 160 firms submitted mass layoff notices. No filings, however, blamed technology or automation for job cuts. Experts believe companies avoid citing AI for legal or commercial reasons. This tests New York's transparency efforts regarding AI's labor impact.

https://news.bloomberglaw.com/daily-labor-report/ai-related-layoffs-test-new-yorks-ability-to-track-job-losses

Anyone notice that the compensation bands have been removed from the internal site? When asked, HR stated that the information has been removed for undisclosed reasons. Thoughts? Theories?

So this was just a “let’s sell you on AI” meeting?
This spin is infuriating. Don’t pi-s on my leg and tell me it’s raining.
AI already took jobs. Just because they were taken first doesn’t mean AI didn’t replace them. In a way I guess it’s true because those who are still employed just have the additional burden of trying to get the job done - until AI can learn. But leadership will keep repeating that it’s not taking jobs. Maybe if we keep hearing it we will believe it?
And are we really bragging that 3 employees were “repurposed” so people start feeling safe?
Just stop. It’s insulting.

Here’s what you can start doing:
Be honest about what the vision is for this company and who has a true future with Canon. Give people the resources to develop marketable skills and move on if your long term plan does not include them. People have families to raise.

No other org leadership in the world will treat their employees this badly !! No transparency and courage to support or atleast be honest about what's going on. While M and up taking all the benefits, proactively switching orgs to save their jobs the real hard working ICs are still in the dark. All this company cared is just for M and M only !!

I can’t confirm whether every rumor going around is true, but I can speak to what many of us see and feel inside the team. There’s a clear sense of favoritism and decisions that don’t always seem based on merit.
It’s also concerning to watch the CEO receive multimillion‑dollar compensation while work is being sent overseas, reducing local opportunities and creating even more uncertainty for employees.
This isn’t about attacking anyone or repeating unverified claims. It’s about pointing out a culture where some people protect each other while others are left vulnerable, which naturally creates distrust and discourages those who work with integrity.
Fair leadership should focus on transparency, equity, and real accountability.

OpenText is pretty much a closed shop in regards to what is happening. Thank you to those people on here who are close to what is happening and know dates/BU etc and continue to share that information. Even though it is never good news, it is good to have that insight, please continue sharing information that is factually on point 👍

Want to know what Bandy paid himself for his nonsense.

Has anyone heard of lists being made or anything in the US? When should we expect the layoffs in the US to come? Please be open and honest?!!

This townhall stood out from the usual scripted updates—it felt more real, direct, and intentional. Instead of just showcasing achievements or high-level strategy, this one leaned into transparency, addressing ground realities. The tone was more candid and less corporate, which made the message land better. It didn’t feel like a one-way presentation; it felt like a reset—aligning everyone on priorities, expectations and the need to execute better. Overall, it felt like a signal that leadership is aware, engaged, and possibly gearing up for change.

Why is this leadership incapable of being fully transparent? They let us sit in uncertainty, guessing and hoping to hear something official that rarely arrives before we already managed to find out what's coming. Do they really not see how that's affecting morale and makes us trust them less and less?

Congrats to those who got promoted. Truly.

But can we talk about the process for a second?

No heads up that an upleveled role even existed. No transparency. No conversation. Just a notification that a handful of people, all of whom, by the way, meet the same criteria as the rest of us, got bumped up.

The rest of us found out the same way you find out about most things around here. After the fact.

Leadership loves to talk about engagement and culture. Here’s a free tip: this is exactly how you ki-l both.

We’re watching. We’re paying attention. And we’re drawing our own conclusions.

You want MORE certified experienced store managers to quit and leave because you're not giving them real transparency into bonus and compensation while expecting more results and giving them less resources?

What does the talent pipeline look like for a high stress salaried 55k job with empty words about a potential bonus? 😂

You want stores to completely collapse with absolutely no direction and only district managers as the point of contact while spread ultra thin and unable to provide real guidance?

Happy and engaged/retained Pharmacists and teams have real leaders in the store that communicate and help them allocate resources like payroll and avoid problems like understaffing and compliance.

Everyone in the pharmacy is way too "busy" to PDR...it's currently called survival. The burnout and turnover is accelerating, coupled with the already toxic company culture is a recipe for collapse.

Every conversation I have with a talented certified store manager speaks of their complete loss of faith in Sycamore and plans to leave soon.

Better call the underwriters and have them get the IPO ready now, you might not make it to next year. Good luck finding investment bankers that'll give you a firm commitment as well during the IPO lol

So RJ has known that United Healthcare was in negotiation with Corewell hospitals (Michigan). Corewell wants 30% increase in payments over the next 3 years.

RJ didn't bother to tell Southfield participants this till NOW. Not even during open enrollment!!!

All Corewell Hospitals are/will no longer be in network. Maybe negotiations will come to an agreement, maybe not.

RJ HR dropped the ball because Southfield so much smaller?
Errrrr

I’ve been in a work environment where leadership is often framed as “shared,” with the message that everyone is leading. In reality, it doesn’t feel that way.

There’s a pattern of conversations being guided toward a preferred outcome, where input is less about open collaboration and more about aligning with what’s already been decided. It creates the impression of shared leadership, but often feels like managed agreement.

When someone has the authority to make decisions but avoids clearly owning them, it shifts responsibility onto others and creates confusion around accountability. Over time, it makes it harder to trust the process or feel that input is genuinely valued.

Strong leadership isn’t about telling people what they want to hear or steering them to a specific answer — it’s about transparency, ownership, and honest communication, even when it’s uncomfortable.

Curious if others have experienced similar