did anyone meet with HR for the talent redeployment to discuss career goals and apply for internal opportunities? What was your experience?
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@349 I can verify this is the case.
@OP I worked in hr at medtronic for 13 years and there really isn't any redeployment. And that was before the outsourcing of HR.
Without direct intervention of a hiring manager, finding a new role at medtronic in the USA is almost impossible- no matter how good you are.
JFC, it doesn't take using "AI" to know why this company is failing.
The "redeployment" definitely is a weak spot. There needs to be an experienced person in management who is able to recognize the multiple skills of an employee and redeploy if efficient to another role. For example, let's say there was a web developer who knew ReactJS for about four years and was working on web pages. Then the job got sent to India. Now, let's say the web developer had been trained as a machinist in the US Navy and had about five years of experience as a machinist. Such a person could be useful in the hardware projects - a pivot away from web development. I know for a fact Medtronic does not have the management capable of enabling this transition. First, they lack the foresight to identify that potential. Second, even if someone in management saw that potential, the facilitation process is grossly inefficient. By the time someone figures out they should keep the person in a machinist role, the person could just find a job someplace else.
I did an AI analysis of that common scenario at Medtronic and asked AI to identify the errors and how to avoid it.
Management Errors at Play
Functional Siloing: Divisions operate in isolation, hoarding talent and failing to communicate internal staffing needs across departments.
Resume-Based Management: HR and managers viewed the employee strictly by their most recent job title (React.js developer) rather than holistically reviewing their broader, cross-functional skill set (Navy machinist).
Failed Strategic Redeployment: The company missed the opportunity to shift a displaced employee into a growing part of the business, forcing them to incur the high costs of recruiting and training entirely new hires later.
How Good Companies Avoid This
Top-tier companies optimize their internal talent mobility to prevent these expensive oversights:
Holistic Skills Mapping: Organizations utilize internal talent management software (such as Eightfold AI) to create "skills passports." Instead of just tracking titles, these platforms map all of an employee's documented skills, certifications, and past experience so hidden capabilities aren't lost.
Internal Mobility Programs: Companies with strong redeployment strategies (like those explored in SHRM workforce insights) encourage employees to register for cross-functional opportunities, treating internal transfers with the same priority as external hires.
Cross-Divisional Communication: Leadership teams hold regular talent-planning councils to discuss surpluses and shortages before rolling out divisional layoffs.
Skills Gap Analysis: Strategic HR departments regularly conduct skills gap assessments to align current workforce capabilities with long-term business goals, ensuring downsizing in one department turns into an upskilling or redeployment opportunity for another.
I worked for a medical device company that was very good at redeployment. If employee A was struggling in skill A on project A, then they would aggressively try to find a skill set B that could be used on another project B. I knew a guy who struggled badly at Java Spring but was redeployed to Linux Admin and did great. From what I saw, Medtronic doesn't do things like that. They'll just layoff and assume "if this guy su-ks at Java Spring, he su-k at everything else in the world." But that's like saying Michael Jordan must not have been good at basketball because he wasn't good at baseball. That's the naive shortsightedness I saw at Medtronic when I was there.
Had my "Business Update" meeting on May 7, 2026, RIF'd and received "next steps" documents that same day; received the first email from the third party company today, May 20, 2026, with resources on the transition period and redeployment.
Are people who are getting laid off getting a proper severance? Or is time tracking used to not pay or negotiate the severance?
@OP same experience as kb when I was RIFd 5 years ago. HR is useless. This most help I got was getting names of recruiters in MDT
Its because they are looking at people in India first because they will be cheaper.
Complete joke.
My “rep” was in a different country and it took her weeks to even reach out. She said she would stay in touch with me but never did. She also told me to let her know if I saw internal job postings that appealed to me. I did, a couple of times, and never heard back. When she finally responded to my emails she apologized and said she didn’t have visibility into any management roles, only individual contributor roles.
I was a people manager for 10 years. You’d think she could have mentioned that the first time we spoke.
Don’t waste your time being hopeful about finding something else at Medtronic — just move on.
I emailed that company last week and on Mon they said they were still waiting for Medtronic to give them the info. I'm assuming the list is so long its taking longer than expected. I thought they were supposed to reach out to us in 5 days?
Have not but I’d rather get the severance check then I’d possibly consider it.