#careergrowth

Has anyone been promoted in their current role without needing to switch jobs or apply for a higher title job posting

For my second assignment rotation, I scheduled a meeting with the manager of the proposed team to understand their work. He repeatedly said he was not technical and redirected me to a senior team member for any meaningful discussion. Once I joined the team, the actual dynamics became clear.
The team was composed of a handful of senior employees who had been in the same roles for many years, and a large group of junior employees. The senior members were effectively running the team: assigning projects, controlling opportunities, and shaping the juniors’ career paths. They were doing this largely unchecked because the manager's lack of capability .An unhealthy power structure. The senior employees had formed small internal cults and were actively recruiting juniors into their groups. Their influence came not from leadership ability but from the manager’s incompetence and dependence on them. When evaluating his own team members, he relied entirely on the same senior employees who were controlling the work and saving top ranks for themselves.

I’m curious to hear honest and objective opinions from others about why so many employees seem unhappy at Truist. What is it about the employee experience that feels so negative? Is the culture at Truist actually worse than other banks, or is this just how banking is everywhere now?

To be fair, Truist did help me gain valuable experience in a field where I wanted to build my career. For that, I’m grateful. But looking back, I honestly feel like it would have been better for my career if I had stayed only 2–3 years and moved on.

From my perspective, long-term growth and advancement opportunities here seem extremely limited. Leadership constantly talks about “upskilling,” “career development,” and “training,” but in practice there are very few promotions or meaningful opportunities to advance, at least in my area.

I’ve been in the same role for years now and feel completely stagnant. I’m no longer learning or growing professionally. At this point, it feels like I just log in, do the work, check the box, and move on with my day.

What’s concerning is that I’ve become so complacent that the idea of being RIF’d almost feels like it would be a positive because it would force me to move on and try something new while collecting severance. I’ve never felt this disengaged in my career before.

What makes it worse is that many people on my team who have been here a long time seem mentally checked out as well. The overall environment feels stagnant and low-energy.

Interested to hear from others, what do you think drives the negative employee experience at Truist? Is this unique to Truist, or just the reality of large banks today?

He-l, use up your vacation while you're at your new job!

My experience so far hasn't been great, most places don’t even respond and the few that do say they already have way too many candidates for the same roles.

I’ve been thinking about searching elsewhere, but I wonder if this is just a sign of the times, or is Optum especially bad about having layoffs all the time? Will it really be better if I leave?

WORK-Lexington and Kentucky Career Center are assisting laid-off employees. They are helping those affected by Fayette County Public Schools layoffs. A virtual job fair is scheduled for June 17. The event will run from 10 a.m. to 2 p.m. Employers statewide can participate in this job fair.

Lexington, Kentucky

https://www.wkyt.com/2026/05/27/job-fair-be-held-those-affected-by-fcps-layoffs/

I have seen this happen to several people I work with. They are so good at what they do that management refuses to move them up because filling their current role would be too hard AND they make them look good. They're basically being punished for being competent.

Most employees appear disengaged, simply completing their assigned responsibilities and leaving at 5:00 every day. There is little motivation to exceed expectations because most people feel that exceptional effort is neither recognized nor rewarded through promotions, raises, or bonuses. This has proven to be the case at Truist.

Employment is ultimately a two-way agreement between employer and employee. However, the expectation at Truist often seems to be that teammates should consistently go above and beyond in every aspect of their work. In reality, employees are compensated to perform the duties outlined in their roles. As a result, most (including myself) have adopted the mindset of doing only what is required for their role, since additional effort does not appear to lead to meaningful financial or career advancement.

Well said, @a7+1krek386h.

Been with the company for 5 year, first 4 1/2 years in the same role. Applied internally for another role and got the job 6 months ago. I see another role that I think is a better fit for me, am I allowed to apply or do I need to stay longer at my current role?

I was just informed that it’s being recommended that I be placed on a coaching plan. I wanted to better understand the expectations and implications of this process. Specifically, should I view this as developmental support, or does failure to meet the outlined metrics potentially put my employment at risk?

With how often we have layoffs, all of us have two choices. Run ourselves into the ground and hope for the best, or just kiss up to our boss and call it job security. One is a gamble. The other is gross but effective. Pick your poison.

Was asked to persue this. What are the real upsides? I read 15-20% base pay jump based on quartile (I’m in top already)? Seems slight for the order of magnitude of workload increase I may see. If offered has anyone negotiated up, and to what? (30% was my gut)? To what %? And beyond base pay what perks are LL5 to offset the (seemingly) minimal pay bump?

The sole purpose of D&S is to ensure that Hipos rather than the most qualified candidate is selected for the best roles. Ranking follows role meaning that your ranking is highly dependent on your role being visible and valued by management. The cycle perpetuates.

Permian has become a place hipos have to punch their ticket. This means the rest of us no longer have opportunities for career advancement as the roles for higher CL are all being taken by hipos cycling in and out. If you are in operations forget ever being able to get that promotion. You deserve it and would do a better job than the clueless hipo but you will never get the job.

8 years ago I realized terminations were not going to end any time soon. I began putting my financial house in order and expanding my skills. I wanted to ensure I would be able to support my family if I could no longer find employment in the technology sector. I've interviewed for positions I was very over qualified for and did not like what I was seeing. Everyone wants to pay near minimum wages regardless of skillsets and experience. Today I am far less concerned about being let go than I was back then. Anyone else made realistic preparations for their untimely exit?

New Careerminds research indicates loyal employees are hit hardest by layoffs. Many long-tenured workers believed their dedication would protect their jobs. Over two-thirds of these employees felt blindsided by their layoff announcement. Most had significantly outdated resumes or inactive professional networks. This experience often leads to financial stress and reduced future employer loyalty.

https://www.cpapracticeadvisor.com/2026/05/20/loyalty-tax-why-loyal-employees-are-being-hit-hardest-by-layoffs/183753/

Has anyone forced out or currently training their replacements have any luck finding a new job? Can you share any tips? Did that "job search assistance" they offer help at all? I read that you get taxed in your severance for that "benefit". If it is useless can we opt out so as not to pay taxes on that?

Please keep this on topic and don't have this thread devolve into "the usual". This is for job hunting information only.

What is the average raise after graduating from the analyst program? Is 10% an average or that’s too high to expect?

General Motors recently reduced its IT workforce. The company cut approximately 600 salaried positions. This move is part of a deliberate skills exchange. GM is now hiring for AI-focused IT roles. The automaker seeks professionals to build AI systems from the ground up.

https://www.indexbox.io/blog/gm-and-automakers-reshape-workforces-with-ai-focused-hiring-and-layoffs/

Companies like these get doomed because they don’t recognize people’s background, capabilities and experience. They have one lens of cost reduction. The truth is person in lower level can only make their contributions that are aligned with their pay grade. You may have heard some people say “ it is above their pay grade”. Person may have abilities but so many people may have thrown stones on someone’s career that title wise you will not see the growth. And the person may stay in the lower role because another phrase you may have heard “it pays the bills”. Do the right thing. Put people in right roles. Re-interview everyone. Listen to them. Then give them roles based on their abilities. Then watch your company reach new heights.

They won’t apply to higher positions because they don’t want to be laughed at. You have to make effort to re-recruit within the company.

Transformation does not happen using traditional methods. Think different, do things differently, re-structure differently.

I did my part, you do yours.

I've been trying for months. Demoralized doesn't even begin to describe how I feel.

Doesn't seem like you can climb the ladder here in any meaningful way. Your only option is to quit and find somewhere else to work if you want to grow your career. Am I wrong or is it dependent on BU?

How are the 55yo and under thinking they should stay until the end? You have lost out on merit increases, 401K matching and a future, are you staying just for vacation? Just curious as to how Xerox are retaining this group.
I realize some of the younger ones are just trying to build experience for a resume, and some nepatism is helping a few families. But the others?

Layoffs in 2026 are inevitable and I can’t help but chuckle when people come onto this board to whinge about more layoffs are coming.

Are layoffs stressful? Absolutely. No one is denying that. One thing you can do is change your mindset.

Control the controllables.

You can’t control whether you are going to be laid off or not. What you can control is finding a new job. It’s not easy to find a new job in this market, so start looking now. Don’t wait until your job is impacted to look for a new role. Who knows… you might get lucky… engineer yourself a redundancy when you have something else lined up. To do so, you have to be smart. You can’t be bitter. It takes weeks to engineer a redundancy so get your ducks in order! There is life post Citi. You might surprise yourself. You may enjoy life after Citi more than you enjoy life at Citi. Food for thought.

Especially if you're younger and recently joined Elevance. Save up six months of expenses. Keep interviewing even though you're employed. Find a way to make money on the side. Don't let this place have all the power over your life.

Work your hours and go home. Take your vacation days and actually disconnect. Hit the gym. See your friends more often. Learn something new so you're not stuck here forever. And talk to real people, not just LinkedIn connections.

I am no longer with the company but very curious about how things are going and moving along since last year's layoffs; and what the overall morale is like in Design and Tech; especially in the Home Division?

Prior to my departure, promotions were scarce and people were feeling stagnant, overworked/underappreciated and not being able to move around and grow... is that still the case for most L4/L5s and maybe L6s?

I used to think working hard was the path to promotion, before I watched three people who barely do their jobs get ahead because they know the right people. Now I spend more time on politics than on actual work, and I feel no guilt. That's just how this place works.

When I got the news that I was being laid off a few months ago, I expected to be devastated. Instead, I felt a wave of relief. Dell has been a mess for too long and I hated my job for far too long. I don't know if I got lucky or the job market is not that bad, but I had a new role within two months. Smaller company and much better culture. Just wanted to say, it's not all bad.

Can people go from AVP to SVP? Or stories that this has been done?

The way things are looking right now, the only way I can grow my career is if I quit and go somewhere else.

Bill’s talking about how RTO will help teammates further their careers, etc, but that’s 100% NOT TRUE if there are no advancement opportunities in your line of work in your geographic location. I was hired to work remotely and at that time my advancement opportunities were open (or at least more open than they are now) because Truist was OK with remote work. Now I have to go into an office that has nowhere for me to grow, OR I have to move to a more expensive city that will eat up any difference in salary I might get with a promotion. The lack of leadership’s acknowledgment of this impact is so disappointing.

I have a lot of bad things to say about Dell, but pay is not one of them. What's the biggest jump you've ever gotten?

Corporations often experience high turnover due to toxic culture, inadequate compensation, limited career growth, and, according to discussions on Reddit, unrealistic sales targets. Key drivers include burnout, poor management, and a lack of recognition, which prompt employees to leave for better opportunities, as discussed in this LinkedIn post and detailed by AIHR and Indeed.

People quitting every month. Almost no chance of moving up. Clear favoritism along ethnic lines. And the list goes on and on. And the sad thing is that I remember when this was a great place to work. When it earned the top spot on the best workplace lists. And that wasn't even that long ago.

My manager told me for years that I was the backbone of the team. Then I asked about a promotion and got told I was too important where I was. That's when I realized that being valuable at DXC doesn't get you ahead. It gets you stuck.

Artificial intelligence increasingly threatens white-collar jobs in Michigan. Experts estimate AI could automate a significant percentage of work tasks. Michigan's large technical workforce faces high exposure to this disruption. The state is expanding adult education and retraining programs. Community colleges are evolving into workforce transition centers to address these changes.

https://mitechnews.com/industry-40/michigan-is-racing-to-retrain-workers-before-ai-reshapes-the-economy/

At AT&T, I’ve learned that sustained success is rarely built on individual effort alone. It comes from being connected to the company’s priorities, engaged with the people driving the work, and committed to moving in the same direction as the broader organization. For many employees who have grown their careers here, relocating closer to Dallas has marked an important step toward greater impact and opportunity.

My own path has required real personal tradeoffs. I stepped away from what was familiar, adapted to new expectations, and chose career growth and responsibility over convenience. Those choices were not simple, but they opened doors to stronger relationships, greater visibility, and more meaningful collaboration.

Dallas is more than the company’s headquarters. It is a place where strategy, execution, and leadership come together. Being closer to key decision-makers and cross-functional partners creates faster communication, stronger alignment, and a deeper sense of shared responsibility for serving our customers and supporting one another.

That proximity also has clear business value. When teams are more connected, barriers are reduced, decisions move faster, and execution becomes stronger. Over time, that kind of discipline and coordination helps improve performance, strengthens the organization, and supports long-term shareholder value.

For that reason, moving to Dallas should be viewed as more than a personal career move. It reflects a willingness to invest in the company’s future, contribute more fully to the team, and help build a more focused, unified, and effective AT&T.

At AT&T, I’ve come to understand that the true path to long-term success isn’t just about individual performance—it’s about alignment, proximity, and shared commitment to the mission. For many of us who have advanced in this company, moving closer to the operational and strategic center in Dallas has been a turning point in our careers.

I made personal sacrifices to climb the ladder of success—leaving behind familiarity, adjusting to new routines, and prioritizing the demands of the role over comfort. Those decisions weren’t easy, but they created real opportunities for growth, visibility, and collaboration that simply aren’t as accessible from a distance.

Dallas represents more than just a location; it represents focus, teamwork, and accountability. Being physically closer to leadership and cross-functional teams strengthens communication, accelerates decision-making, and reinforces the shared obligation we all carry to deliver for customers and for each other.

From a business perspective, this alignment matters. When teams operate with tighter coordination and fewer barriers, execution improves. That kind of operational efficiency and cohesion is ultimately good for performance—and by extension, supportive of long-term shareholder value and stock strength.

In that sense, moving to Dallas isn’t just a personal career decision. It’s a commitment to the broader team, to the company’s direction, and to building a stronger, more unified organization.