I still can’t figure out for the life of me how they pick who stays and who goes when it's time for cuts. Some of the best people I’ve ever worked with got cut while the dead weight’s is still around, completely unbothered. Throwing names in a hat would be a better strategy than what was used.
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@by lol, lmao even. nice try HR, go f yourself. I will keep posting inside stats.
Larry said: “It’s all about bucks, the rest is just conversation “
@a6 Did their might AI play work out? Rumor is Nvidia costs too much and ROI on cloud just isn’t there.
@bg This smells fishy, hands of Sara Katz most likely involved. All about the money baby.
@by Your smart, that’s how we use Oracle Taleo, but your not suppose to notice.
@d1 best not to use a company notebook for anything personal because it’s all being monitored and likely counted against your productivity metric.
If someone is so brazen as to read this site on a company asset, unless they are completely indispensable they really don't need to be working in tech at all.
Hint: If you're here reading this forum from your company notebook, you'll be on the list next. Take a look at some of the processes running on your notebook. Brother O know's exactly where you are and what you are doing. You can bet there is an AI Bot in the cloud compiling all this data and making an assessment of your productivity and value to the company.
👸 If you are willing to do the following, you stay: work long hours including weekends and weeknights, exceed expectations, accept low pay, complete assigned tasks without complaint, and refrain from requesting raises or promotions every 6 to 12 months. Essentially, you must be overqualified, underpaid, and consistently willing to transfer and train your knowledge to AI and offshore teams
In my case, I suspect that my title no longer matched my duties. I had been a manager for years, but after the prior round of layoffs, I no longer had any direct reports. I was doing the hands-on work that a couple of years before, a team of 4-6 were doing.
Neither my direct manager nor my product team lead knew I was being RIFed before I messaged them during my one-on-one call with a VP additional levels higher. They never got a chance to let anyone know what I had been working on, and weren't asked about either my performance or my duties. As far as I can tell, I just showed up on the spreadsheet as a manager with no reports.
@aa thats correct and really pretty dangerous if you ask me.
The dead weight is still there.
You are there.
Conclusion?
As a former employee (retired), I watched and survived many layoffs, completed and retained much of their training. From what I saw, they primarily use the "restructuring" business model, where upper management decides on the headcount to eliminate and business functions to eliminate, and they turn the mandate over to lower echelon management (senior directors) to determine which individuals will be let-go.
Management go through regular exercises, at least once a year, sometimes up-to once a quarter, where they "stack-rank" individuals (on dozens of criteria) where they have redundancy. (As an employee, I became nervous only when my manager was busier on a quarterly basis, with unspecified workloads assigned by upper managers. Activities were often described vaguely as prepping for an upcoming management meeting.) Those ranking lowest are then the ones to let-go, if they have other redundancy that they wish to keep. By doing lay-offs this way, they keep the employees deemed preferred by direct management, and they avoid personal or personality aspects and liabilities (as much as can be). Sometimes, they keep redundancy within a geographic region, such as US-based, when assignment load is adequate, to fly-in similar capabilities or do the work remotely, across business units. Typically, across many companies and decades, I discovered it was possible to eliminate one person from any group of two or more similarly-trained contributors, every year or two, without significant business impact. Another employee could be promoted-in, rehired or hired in the short-term to recover from these smaller mistakes. (And yes, since the direct manager is the one doing the stack-ranking, personal elements can still be considered, numbers can be manipulated, the managers always get the best-to-worst end-result they want, but results are obfuscated by the process and categories.)
Advice for employees. "Your direct manager, is your Most Important Customer, and by reporting to their managers, up-through the first VP." And. "Be the lowest-maintenance employee within your peer group." It also helps, if you have the deepest and broadest background of expertise, IE a propeller head, as that faction and credibility still has importance within management, but it won't keep you on staff if you are a PITA.
It always boils down to your performance and attitude towards your manager , peers colleagues. The other point is skills.There was a matrix which used to be worked by the managers long time back when i worked there not sure if they do it anymore. Honestly it was a good place to work but i had some nasty managers who favored their own people .Best i could do was leave and find a better place.
There is game called "Survivor" that is played in many organizations. Especially in recent years. Management is very aware when they have rising and capable stars coming up in the ranks and chop them at the knees. It is a real cancer that the board of directors has to have privilege in personnel files to look for and feedback from everyday employees.
Yep, the trick is to sleaze your way up the ladder. Basic stuff.
Some roles were just eliminated, as in not needed any more. They let go most of the HUB, the group that answered and directed customer calls. In fact they RIF'd most of the people that interacted with the customers, maybe with the exception of some of the highly technical support engineers (and even some of them are being shown the door).
Oracle is going to what I've heard called the "customer no service model", handing off those duties to an AI "assistant" that will not be able to help.
There is game called "Survivor" that is played in many organizations. Especially in recent years. Management is very aware when they have rising and capable stars coming up in the ranks and chop them at the knees. It is a real cancer that the board of directors has to have privilege in personnel files to look for and feedback from everyday employees.
Maybe they're letting the almighty AI pick the names.