Senior Mgmt know that if you leave they can easily replace you with someone cheaper who wants the job. The personalisation and human factor was removed when they centralised HR into the corporate, faceless mess it is today.
In such toxic atmospheres, the first to go are not the ones Senior Mgmt want to see leave. They are usually the high-performers. I appreciate DXC don't owe people careers and that some change is good for your career, to keep it fresh and take on new opportunities; but, DXC can't seem to retain even the new people now. They love the work experience but hate the low-morale atmosphere.
Senoir mgmt believe that toxicity will take a few more years to dissipate, as if the culture will restore itself like someone shaking off a virus, but I think the culture is irrevocably damaged.
The culture is damaged. Does DXC promote team working (does Mike strike you as a team player)? Does it support trust andopeneness (again if the top leader doesn't demonstrate this, then the company culture won't) and is there constructive problem solving?
Even staff with a positive can-do attitude and show corporate loyalty are fired. The message this sends out is that there is no point to going the extra mile. [I can't condoln not doing at least what you're paid for, but I can understand the frustration].
There is no trust of the management layers. You don't judge a company on powerpoints, blogs, videos and forced social media issues; you judge them on what they actually do and how they treat their customers and staff. I've seen some hilarious attempts to get managers to go out and improve moral as if its a leaky pipe that just needs patching.
For now, DXC seem happy to continue to lose staff at a rate of knots and appear happy to incur the costs associated with high staff turnover, recruiting, productivity loss, learning curves (with no formal training); increased errors and a loss of client confidence, as a result.
I am afraid it is a downward spiral.
Excellent post by @UvF9PIj-1hfj.