I’ve accepted that I may never get my old role back — that’s part of how corporate reorganizations work. But what hurts isn’t losing the job. It’s how it happened.
I was RIF’d despite strong performance and ongoing contributions, while some “eliminated” roles were quietly backfilled almost immediately. Even my own position, is now being filled again. Saving the favourites. That doesn’t feel like a business decision — it feels like a leadership decision.
When merit isn’t the driver, trust breaks. Employees begin to wonder if favoritism or toxic leadership played a bigger role in who stayed and who went. In a company this large, that’s dangerous. Without accountability at the SD level and above, a culture like this can take root at the market level and eventually hurt the entire organization.
This isn’t about wanting my job back — it’s about acknowledging a pattern that shouldn’t be ignored. Unfair layoffs don’t just impact people; they erode the foundation of the company itself.