Thread regarding Bank of New York Mellon Corp. layoffs

Hmmm... regarding the current situation involving RV, the EC, and the overall leadership approach at BNY Mellon. It seems almost everyone on this site is truly concerned about RV and the EC’s role, as well as the direction their leadership is taking the organization. The sense of ethical unease seems to be growing, yet it appears that the prevailing attitude among senior leadership—including RV, the EC, HR/Legal, and many MDs whose roles are closely tied to the top of house direction—is to double down on enforcing directives related to layoffs.

Despite ongoing litigation and continual employee feedback, these voices seem to be dismissed as little more than white noise. The persistent dissatisfaction among employees is noticeable, but it doesn’t appear to shift the actions or attitudes of those in power. It’s a sobering reminder that power can influence behavior, and as the saying goes, “power corrupts and absolute power corrupts absolutely.”

@1e5 Can't view this post. The site is restricted by the owner.

Related. View this post. https://lnkd.in/eKMuc-7V

@bs Suggest you or anyone else who avidly reviews this site to contact Sabrina Kharrazi (Sabrina.Kharrazi@ft.com). Sabrina is a Legal/Compliance Reporter for the Financial Times. She would love to hear from you and anyone else who has information or documentation about BNY Mellon Performance Appraisal Management process or other ethical or legal concerns. Your interaction is completely confidential and anonymous. Sabrina is mentioned in the comments of the following posting on this site: 'https://www.thelayoff.com/t/1kbk9pt5n'

Media Summary: Reported Employment Practices and Workforce Concerns at [Company Name]
Prepared by: A coalition of current and former U.S.-based employees
Purpose: To provide journalists and editors with a clear, factual overview of recurring workplace concerns reported across multiple departments and locations.

Overview
Employees across [Company Name] have independently reported a consistent pattern of workplace practices that they believe warrant public attention. These accounts span multiple business lines, job levels, and geographic regions within the United States. While individual experiences vary, the themes are strikingly similar and suggest potential systemic issues affecting a significant portion of the U.S. workforce.

Key Reported Patterns
1. Forced or Manipulated Performance Ratings
Employees describe a performance‑management process that appears to be driven by predetermined reduction targets rather than documented performance. Reports include:
• Forced ranking directives communicated to managers
• Retroactive changes to submitted ratings
• Abrupt downgrades for long‑tenured employees with strong historical reviews
• Use of downgraded ratings to justify terminations or deny severance
Multiple managers have stated they were instructed to implement these changes regardless of their own assessments.

2. Severance Avoidance and Pressure to Resign
A recurring theme involves efforts to reduce severance obligations:
• Employees encouraged to resign rather than undergo formal termination
• Statements implying severance would not be granted
• Inconsistent application of severance policies
• Terminations tied to sudden performance downgrades
Several individuals report that these practices disproportionately affect U.S.-based employees.

3. Disparate Treatment and Offshoring Impacts
Employees report a widening gap between the treatment of U.S. staff and offshore teams:
• U.S. employees disproportionately selected for workforce reductions
• Work transferred offshore following U.S. layoffs
• Increased workloads and unrealistic expectations for remaining U.S. staff
• Perceived erosion of career paths and job stability in U.S. locations
These patterns have been reported across technology, operations, and client‑facing roles.

4. Retaliatory or Coercive Workplace Environment
Employees describe a climate in which raising concerns feels unsafe:
• Fear of retaliation for questioning rating changes
• Pressure to accept downgraded evaluations without explanation
• Reports of hostile or dismissive responses when concerns are escalated
• Statements from managers indicating they were overruled or instructed not to challenge directives
This environment has contributed to widespread anxiety and attrition.

Documentation and Corroboration
Employees have retained:
• Emails and internal messages referencing rating changes
• Screenshots from performance‑management systems
• Notes from meetings discussing reduction targets
• Records of severance‑related conversations
• Written statements from managers confirming directives
This documentation is available for review upon request.

Why This Story Matters
The reported patterns raise broader questions about:
• Transparency and fairness in corporate workforce practices
• The treatment of U.S.-based employees amid global restructuring
• The use of performance systems to facilitate cost‑driven reductions
• The potential chilling effect on employees who attempt to raise concerns
These issues have implications not only for affected workers but for the broader financial services and technology labor markets.

What Employees Are Seeking
Employees are not asking for special treatment—they are asking for:
• Transparency
• Fair application of performance and severance policies
• A workplace free from coercion or retaliation
• Oversight from regulators and public officials
Many are willing to speak with journalists confidentially and provide documentation

If someone wants to lead this as a more comprehensive group initiative, below is a polished, collective‑voice version—written as if a group of employees or managers is submitting concerns together. It maintains a professional, factual tone and stays firmly within lawful, protected boundaries.

Group Letter Template for EEOC or Elected Officials
(For use by a coalition, employee group, or collective of current/former workers)
Subject: Request for Review of Potential Systemic Labor Violations at [Company Name]
Dear [EEOC Office / Senator / Representative / State Official],
We are a group of [current and former] employees of [Company Name], representing multiple departments, tenure levels, and geographic locations across the United States. We are writing collectively to request your attention regarding a series of workplace practices that appear to raise significant concerns under federal and state labor laws.
Over the past [time period], many of us have independently experienced or witnessed patterns that suggest potential systemic issues, including:
• Abrupt and unexplained changes to performance ratings
• “Forced ranking” directives that appear designed to justify terminations
• Long‑tenured employees being labeled as underperforming despite years of positive reviews
• Pressure to resign rather than be formally laid off
• Attempts to deny or limit severance eligibility
• Disparate treatment between U.S.-based employees and offshore teams
• A workplace environment that has become increasingly coercive, retaliatory, or hostile
These concerns have been raised by employees across multiple business lines, and the consistency of these reports suggests that the issues may not be isolated incidents. Many of us have documented our experiences, including communications, timelines, and performance‑related changes, and are prepared to provide additional information if requested.
We understand that employees have the right to engage in protected concerted activity, to discuss workplace conditions, and to report potential violations without fear of retaliation. Our goal is to ensure that these rights are upheld and that any potential violations are reviewed by the appropriate authorities.
We respectfully request:

1. A formal review or preliminary inquiry into whether the practices described above may violate federal or state labor laws, including those related to discrimination, retaliation, wrongful termination, or severance obligations.
2. Guidance for affected employees on how to file individual complaints, submit documentation, or participate in any investigation.
3. Clarification on available protections for employees who come forward with information.
4. Any information your office can provide regarding prior complaints or patterns involving similar concerns.
   Our intention is not to target specific individuals but to ensure fairness, transparency, and compliance with labor standards. Many employees feel vulnerable and uncertain about how to proceed, and your involvement would provide clarity and reassurance to those seeking to understand their rights.
   We appreciate your time and attention to this matter and stand ready to provide additional details, statements, or documentation as needed.
   Sincerely,
   [Name of Group or Coalition, if applicable]
   On behalf of concerned current and former employees of [Company Name]
   [Optional: Contact email for the group]

INDIVIDUAL Template Letter for EEOC or Elected Officials
(Employees can personalize the bracketed sections as needed.)
Subject: Request for Review of Potential Workplace Violations Affecting Employees at [Company Name]
Dear [EEOC Office / Senator / Representative / State Official],
My name is [Your Name], and I am a [current/former] employee of [Company Name]. I am writing to formally request your attention regarding a series of workplace practices that appear to raise concerns under federal and state labor laws, including potential violations related to performance management, severance practices, and the treatment of U.S.-based employees.
Over the past [time period], many employees—including myself—have observed patterns that warrant review:
• Sudden and unexplained changes to performance ratings
• Alleged “forced rankings” that appear designed to justify terminations
• Instances where long‑tenured employees were labeled as underperforming despite prior positive reviews
• Situations where employees were encouraged to resign rather than be laid off
• Concerns that severance eligibility is being intentionally avoided
• Reports of disparate treatment between U.S.-based staff and offshore teams
• A workplace environment that has become increasingly coercive, retaliatory, or hostile
Multiple individuals have independently reported similar experiences, and these patterns suggest that the issues may be systemic rather than isolated.
I understand that employees have the right to engage in protected concerted activity, to discuss workplace conditions, and to report potential violations without fear of retaliation. Many employees are now documenting their experiences, saving relevant communications, and seeking guidance on how to proceed through appropriate legal and regulatory channels.
I respectfully request:

1. A review or preliminary inquiry into whether these practices may violate federal or state labor laws, including those related to discrimination, retaliation, wrongful termination, or severance obligations.
2. Guidance for affected employees on how to properly file individual complaints or provide documentation.
3. Any available information on whether similar concerns have been raised previously and what steps employees should take to ensure their rights are protected.
   My goal is not to target any individual but to ensure transparency, fairness, and compliance with labor standards. Many employees feel vulnerable and uncertain about how to proceed, and your office’s involvement could help clarify the appropriate next steps.
   I am willing to provide additional details, documentation, or a formal statement if needed. Thank you for your time and attention to this matter. Your support is deeply appreciated by those who feel they have no other avenue to raise these concerns.
   Sincerely,
   [Your Name]
   [City, State]
   [Email or Phone – optional]

@bs how do we band together to get our voices heard?

Oh there definitely needs to be media coverage and call outs. As a mgr i have so much sh-t saved to prove what they did and what theyre doing to wfh staff. They has merit stripped due to forced ratings to “meet some” and it was solely based on forced wfh status. Got that confirmation saved too