Thread regarding Amazon.com layoffs

Uncertainty hits high-end offices (including HQ2!). RTO non-intelligent.

Mr. Jassy and S-team gang... if you're reading this, then it's time to dump your COVID offices before your future rounds of layoffs. You're doing things in reverse!! Layoffs should be a last course reaction before other expense reduction options. You're skipping the most obvious reduction in plain sight - real estate!

In New York City, for example, not only have vacancies in high-end office space increased to 19% from 11.5% in early 2019, the availability of the highest of high-end space has risen slightly above that in lower-rated buildings. The most prestigious buildings cannot avoid the WFH environment.

In normal times pre-Covid only 70% of leased space was actually occupied. This has dropped now to 50% (per Kastle Systems metric). After peaking now, the Kastle score, relatively flat for at least 6 months, will likely trend downwards through the balance of this year.

Michael Silver, chairman of Vestian Global Workplace Services, said law firms he advises on their real estate often look to cut their space by around 30% when their leases expire. And unlike in 2021, more companies are worried about a recession and looking to cut costs. Defaults and vacancies are on the rise at high-end office buildings.

The halt in construction comes as yet another cost-cutting measure for Amazon, which consolidated its hardware and services teams last November and laid off over 18,000 workers in January. This past quarter, Amazon reported better net sales during the holidays, but still had one of its least profitable quarters in years. It earned $0.3 billion for the quarter, down from $14.3 billion at the same time in 2021, and posted its first net loss since 2014 at $2.7 billion.

by
| 1131 views | | 2 replies (last March 30, 2023) | Reply
Post ID: @OP+1lSBMu7E

2 replies (most recent on top)

Mass layoffs are always a very last, desperate step for organizations with strong leaders who truly care about people. Organizational members aren’t “heads,” “warm bodies,” or “human resources” to be acquired and disposed of like assets on a balance sheet.

High performing organizations manage things and lead people. That means working together when the financial heat is on to reduce costs, through initiatives such as cross-the-board salary reductions, with the deepest percentage cuts going to senior management. (They made most of the decisions that created this problem.)

Other initiatives include reduced workweeks or hours, or offering leave of absences, either unpaid or at a fraction of salary. Voluntary sabbaticals can also save a company money, as do the reduction of executive perks.

Other efforts include:

Redeploying people to revenue-building positions
Offering early retirement or voluntary separation packages
Identifying and removing underperforming supervisors and managers, especially those with weak people leadership skills
Work sharing
Not replacing people who leave on their own or retire
Redeploying or lending staff to clients or external partners
Shared ownership or equity in exchange for salary reductions
Involving people in identifying unnecessary costs, waste, and errors that could be reduced or eliminated
All of these approaches require courageous, visible, face-to-face leadership. Successfully leading in tough times calls for openness, clearly outlining the difficult situation, expressing your own pain, and providing cost reduction guidelines. Through surveys, meetings, e-mail polling, “town halls,” and the like, managers facilitate brainstorming, get input, set priorities, and make joint decisions and action plans. Then communicate — you can’t tell people too much about what’s going on and why.

Sam Walton built Bentonville, Ark.-based Walmart into the world’s largest retailer through treating staff as respected partners. One of his legacies was to “treat them as partners and they will treat you as a partner and together you will all perform beyond your wildest expectations.”

by
| | Reply
Post ID: @1fmi+1lSBMu7E

Come on. No one's gonna commute 1.5 hr each way to an office to do the same work that can be done remotely AND a get massive pay cut ($300/mo parking, $100/mo month gas, 50% RSU loss). Best of all Andy is doing this on purpose until the board and shareholders step in.

by
| | Reply
Post ID: @gwe+1lSBMu7E

Post a reply

: