Thread regarding DXC Technology layoffs

Just a FYI , DXC limits Severance packages to 8 weeks. In the US for employees that work for a company over 20 years receive 20-40 weeks severance packages to thank them for their service! Also think twice before accepting the package You loose your bargaining tool and you cannot go back and file legal case against the company!!! Also check the paystub. Your medical expires on your termination date, but you’ll see it is taken out of the severance package. You wait for the severance package and unemployment is delayed as well.

@md I've more than once caught myself just before freudian slipping "basterdfield".

Wonder how come you see new managers but where was the job posted? Take that 40 hours of training……. Get let go for work force reduction but get replaced by 2 others/ and your suppose to train them!!! I should of left 17 years ago but they had some good dedicated employees that I tried to make a difference.

@gq+1kem82frh you won't believe it the UK HR leads name starts Baster.....

Baster... by name and nature, his underlings are even worst.

Oh and your delayed pay review October then November then December is now cancelled in January as we are not in profit .

There seems to be an intentional game from management. Book all meetings at lunchtime or up against 5pm, and then expect people to stay. They say we're all very busy. Doing what!?

90% of my time was spent chasing around after the process. Chasing forms for all manor of resources, that unless chased never get done. When they get done they are wrong, so have to be chased again. The company doesn't need half the staff it has. Most of us are now employed on fluff work. The sad fact is the 20% of people who used to run the show, are long since gone. Nobody's left seems to have a clue. I've stopped chasing, very little gets done. Hopefully the client will notice soon enough and we'll all be laid off and put out our misery before the financial year is out.

UK HR is the worst.

They never listen to the employee and go back on what they say when proven wrong, even if they previously agreed to things.

Totally not to be trusted.

I knew HR is rubbish in general but DXC HR is the lowest of the low. The legacy CSC indian contingent may be based in the EU and the US but still have the mindset to talk down to people. Rudeness paired with incompetence is dangerous . Good thing Karma never misses an address.

@e5 this is the way to do it... Well done.

Glad it's not just me who thinks this company is a waste of space. I switched tack about a year ago. I started ignore it, and stopped caring if anyone thinks I'm doing a good job or not. Despite this, evidently I'm a valued member of the team and cannot be let go on a VR. Given I now feel I earn a brilliant wage for a bit of mouse wiggling and the inconvenience of having to join a 15 minute team call once a week. I ask you why anyone would leave. It won't bother me when it comes to it. I already have a nice mostly passive income built up slowly whilst on the clock for DXC. The DXC wage is now just a nice bonus as far as I'm concerned.

Send the list to those stock analysts who sit in the results call. Might be better than linkedin. Maybe they will ask a question or two on this, but i doubt it but then worth a try.

@c2 if that was M1 time then that isn't surprising. His wfr targets were simply all part of the dog and pony show presentation he pitched to investors on dxc day one.

Any synergies and duplication was entirely made up because actually working that out was too difficult. So they came up with a number (one third) and relentlessly and mindlessly chased it.

When are you crying babies going to leave and get a better job.

Many true observations. One that really drove me nuts was forced WFR Targets with no real business goal in mind. I managed my large global team well. Everyone was billable. I always met my financial goals I often exceeded profit and expenses were decreasing quarter-over-quarter, while increasing profits due to shifts to results billing from pure hourly billing. But I kept getting hit with WFR targets. I was forced to reduce revenue and profit to the tune over nearly $200m over 2 years. Just batty. I pushed back hard with real data and when I asked a VP what goal I was expected to achieve in the latest round, and what they expected the business results to be, I was told I was not being a very good leader for not following orders. That really affected my mental health. My direct leader told me I was doing great and the executives really just don’t care about the business. That stunned me.

@a6 excellent list to sum things up and couldn’t agree more. Regarding performance reviews, I heard a manager told his team to mark the mid-years appraisal as being complete (as deadline missed and never took place) with the promise of a 121 at a later date. Only to then be palmed off to another manager who was on long term sick. They only found out through a workday update! This is the problem with DXC. Too many middle managers, over-promoted who only purpose is to approve timesheets by Friday lunchtime. Oh and those who have their camera on Town Halls so DA can see them laughing at his ‘jokes’ and nodding & clapping like seals at his scripted BS.

@a6 most accurate post on here, unfortunately when the legacy companies merged these issues were created. Poor executive leadership has failed to address and make appropriate strategic changes to foster a good working environment and one in which to grow and prosper. With many customers not renewing and talent moving on it’s only a matter of time before the company folds.

Unfortunately this list can be applied to all companies. Something broke in the 80s and our society never recovered. Loyalty to company or manager is no longer rewarded. Hard work is not rewarded, in fact they will just dump more on you to see when “the donkey” kicks. Leaving is the only path to promotion. You have to think of yourself as a contractor and market your talents, and move on out and up.

Your working for a bunch of liars who are stealing your pay every year. You can't get a worse mental situation than that.

They can't even deliver anything after 8 years but are happy to take their massive pay.

Its not even capitalism, nor is it a company, its like slavery.

@a6 all perfectly accurate descriptions there. Just about everyone's experience is exactly the same.

BTW LinkedIn is just straight up cringe no matter who's posting on there. Everyone trying to make like they are some sort of guru and spouting bs.

Toxic environments always flow from the top down.

Being told to be “grateful” for a stable job while watching the company steadily decline.
Endless reorganizations that change reporting lines but fix nothing.
Performance reviews that feel like just a formality or often do not even happen.
Being client-billable in theory, but starved of access, tools or empowerment to actually deliver.
Hearing “do more with less” repeated until it becomes the entire strategy.
A culture where visibility matters more than contribution.
Promotion paths that exist on slides but not in reality.
Dealing with clients frustrated by poor delivery and lack of management engagement.
Leaders who speak only in buzzwords and always avoid accountability.
Roles that stagnate for years while job titles change to imply progress.
The quiet normalization of burnout.
Quiet quitting becoming the default coping mechanism for almost everyone you know.
Talented people leaving without being asked why.
Knowing that the fastest way to grow professionally is to leave.
Being left to manage client expectations I never set.
Hearing customers openly and sarcastically joke about the company and realizing the jokes are well earned.
Sales and account management consistently avoiding difficult client conversations, leaving delivery to absorb the fallout while they appear to take the handsome bonuses and rewards.
Layers of delivery and business operations focused on micromanaging billability rather than supporting real work
Watching DXC leaders invest more effort in cringe LinkedIn posts than in leading teams or fixing problems.
Dealing with same problems that keep recurring because no one is accountable enough to fix them.