Apparently our "leadership", for lack of better words, believe that none of the current employees who have dedicated decades to the company and know its people and processes are competent enough to be promoted.
HR must have been wooing the Stellantis hires long before walking the Ford employees out as their replacement are announced with 48 hours. No wonder morale is low.
Head of VEV was walked out a week ago, supposedly for performance issues. This week, his Stellantis replacement announced. Don't tell me his exit wasn't in the works. You can't hire people that quickly. This company is evil.
So you’re saying stellantis is hiring!
@xd they are right. If you have been here over 10 years, you will have the Ford management mindset engrained so deep inside of you that you will never get it out. This is why we should get management from outside, except not from Stellantis
"When Stellantis is your savior, you know your in trouble."
I didn't write this. I just felt the need to reiterate it in case anybody missed it.
@am+1k38t6dth - Interesting in that JF has over 17 years. Maybe they are right.
They just introduce a new guy from Stellantis, didn't even mention his whole name. Majority of management is just so lacking is great communication skills.
Clowns
management shuffle like the 80s song The Curly Shuffle. look it up, kids, and learn...
@gj As of now, fun time is over! My foot is about to drill a hole in your a-s.
@fq Better to be a smart a-s than a d-mb a-s. Are you related to Karen or are you one? Go back to LA!
@bw How would you like your keen eye to watch my sure foot kick your smart a-s?
Painfully boring basic b!tch management with no more than 106 IQ. Delayed gratification isn’t how they operate. Toyota builds 100 year plans. Ford has plans for next 2 quarters until bonus time roles around. Knowing if the p-o hits the fan they'll rotate out of leadership
before that.
@c6 Understood, sorry
OP here, thanks for the input. Another one from Stellantis.
Perhaps a merger is in the works like a commenter stated in this thread.
The director of Powertrain retired and they hired a Stellantis replacement. So JF continues his Ford purge.
@bq agree with all of this besides the ageism. It happens to 40+ LL6’s who are considered Individual contributors.
In my experience, much of the management—particularly at the Supervisor, LL6, LL5 levels and above—comes across as arrogant, ignorant, disengaged, and out of touch.
To be clear, this criticism does not apply to everyone, but to a significant majority.
Many of these individuals seem more focused on self-interest than on leadership. Some hold engineering titles yet struggle with basic problem-solving. Frankly, several would be better suited managing a convenience store than overseeing complex operations.
The real issues don’t stem from the workforce; they stem from the top.
Everything you laid out is the truth.
I have seen an LL6 "make a change" to an engineers powerpoint presentation after requesting to view it prior to it being presented to an LL5. This LL didnt know now to type let alone deal with a complex engineering issue.
What happens to the author field when you modify anything, even add a period or comma, on a powerpoint? The author of the document is automatically changed to the person who last updated the document.
What a snake.
@bw My foot is about to write a story. Its called on the road to in your a-s!
Post ID: @bq+1k38t6dth
Maybe some legacy (Ford Blue or ICE) areas might have some of the experiences as you describe. But I can say with certainty that these behaviors do not happen in Model e, nor in any department or organization under DF. You would know this.
He knows.
@bq+1k38t6dth <--- this guy knows
No. Ford kept the entrenched seniors, who now we-ponize tenure to cannibalize threatening talent, then scapegoat them for ‘attitude’ when the work is fully extracted.
It’s a calculated meat-grinder. Ford calculus: one senior engineering manager + one fresh grad + one tech architect = infinite free ride to the top.
They’ll dangle rotations, free education, career-growth, promotions, false-promises, startup culture, and “new graduate” programs in front of new hires like fishing lures, then yank the line the moment the person starts pulling ahead. Imagine a multidisciplinary engineer joins. First, the “mentoring”, where they mine every thought, then afterward mandate a weekend fire drill, promise “visibility”, and ultimately delete their name from every deliverable and slide deck. The spell essentially begins with a ‘reverse-mentoring program’-- reverse because the mentee teaches everything and gets nothing. They lure the grad with ‘you’ll own it end-to-end’. Spoiler alert, they'll own your weekends and afternoons, no promises upheld.
Every stand-up becomes a vacuum-cleaner nozzle pointed at the kid’s architecture notes and code. By sprint three the tech architect has a shiny powerpoint, the engineering manager has a working demo, and the new grad has a Jira ticket graveyard. Senior then convenes the ‘FCG committee’, which is really just three other friends they've known here for 20 years, to own the story.
Next comes the ‘innovation sprint’: 48 hours of grinding, followed by a Monday morning where the senior’s deck is 100% the kid’s diagrams + writing and 0% the engineer's name. When the engineer notices, the posse launches a campaign: “high-maintenance”, “not a team player", “not professional". Exhaust the rookie, harvest the IP, then toss the husk to HR with a note about “attitude issues”. When they confront them about promises made, they shrug: “budget freeze”, “re-org”, “decision above my pay grade”.
In reality, they’re terrified that someone under 40 might expose how little they actually know.Meanwhile, they’re told to “stay humble” and “learn the culture". When the engineer tries defending themselves, they escalate to full workplace mobbing: HR schedules “alignment” calls, loads the Jira board with impossible deliverables and deadlines, quietly starts rumors that the employee is “looking at Tesla”, then logs a formal complaint about “lack of commitment”. Last step-- when the engineer blinks, HR materializes with a new ‘competency matrix’ that conveniently proves nobody under 40 is manager-ready.
There are people here who have been here for decades that are still mentoring genuinely, giving their time and knowledge selflessly, and lifting others up without selfish motives. They are not the topic of this comment. However, it’s on you to hold your peers accountable.
Leadership shown by your mentor is tragically a thing of the past.
@b2 Yeah! He had high emotional IQ and actively would learn new skills, helped them relate and be effective in guidance. Total champ. Believe he's a global leader or something there? Not sure what that is. Unfortunately I have nothing good to share about my experience here
"Last year, Stellantis unseated Ford as the automaker with the highest number of recalls, issuing 71 in total. In 2025, Ford Motor Company is once again leading the industry in total recalls, according to NHTSA reporting. As of May 15, Ford has issued 51 recalls, affecting over 1.8 million vehicles. That’s more than double the number of vehicles recalled by the next automaker on the list". HR sure knows how to pick them.
It is good to hear something positive about a mentor.
@ar
The culture leadership has promoted is truly toxic
BoD...the EMPLOYEES want answers. What are you trying to accomplish?
@a9
FnF cannot carry the company. Maybe someone has come to their senses about that but nothing will change. Its too deeply ingrained.
Interesting. Definitely something to think about.
I had a Stellantis mentor during undergrad. That guy was great. He stuck his neck out for me even when he didn't have to. My advisor and people leader? Not so much
DF and JF have the wrong skills.
Center of gravity and badge swipes
@a9 In 2025. New blood means squandering talent here. Anyone talented here will ruin their own career. Insecurity and envy are at an all time high. This company would rather destroy you before you even make it out so they can tell others that it was you not them. Not a good strategy
@am Tell them to go chase rainbows and fairy dust and pound sand!
Ford senior leadership believes anyone who has worked for Ford more than 5 years is incompetent and should not be retain. Never forget JF and DF telling us long time Ford employees we had the wrong skills, were not trainable and were waste that needed to be terminated.
Will we are to be partners vcia Renault very shortly so maybe part if the deal.
@a9 You are correct, but they also brought Hackett in from outside and he turned out to be a running joke, and Farley came from Toyota.
The FnF promotions haven't worked thus far. New blood may be what the company needs.
A lot of people were initially upset about Mulally being brought in instead of promoting from within. It was the best thing that ever happened to this company!