#eeoc

The saddest part is how a few toxic individuals in each department (in addition with the few HR bad apples being the glue) create this horrible life changing experience for the employees there and it’s totally acceptable.

U.S. Bank use to represent the happiest and best part of my life. Now it’s a dark cloud permanently over me.

Just keep yourself clean and do what’s right.

Stay strong until you make it through the other side for a better whatever. Because you will get there if you understand that karma is real.

Don’t let these sad individuals change you. Don’t let them take away the light and good instilled.

Don’t join the toxicity by ignorantly and blindly hopping on the toxicity bandwagon with a hunger games mentality, feeding off of the clueless “one on of us” mentality hopefuls, where every single person who joins, ends up with regret and filth that will forever leave a stain on your karma, energy, personality, and character.

Say no to living in a world where your everyday work life is spent by pretending to like toxicity in favor of being apart of the “one of us clique mindset” thinking you are playing it safe by being a “boot li---r of toxicity instead of nobleness” or a “teachers pet” falsely believing this attitude will save you from being a target of misery since you are “liked” by the ones who are deeply involved in this toxic workplace culture…. and who sadly hate themselves deep down unknowingly or not because of the decision they made to morally compromise in their choices along the way in their careers.

The likely destination joining the toxicity band wagon to see if you are a fit to have a place among the bad apples is a fools one.

Get off or quite literally jump off of the toxic bandwagon asap.

Sooner the better, your karma will continue to dwindle the longer you stay on, and becoming costlier with each stop.

Don’t sign up for a ride that ends with a destination of finding a clown costume when you arrive at the end of this trip career trip from he-l. Voluntarily or involuntarily.

Don’t waste or spend your indispensable life energy working in a place that creates literally hellish like conditions…. Or at least don’t do it voluntarily.

At the end, you will be left holding the short end of the straw, rudely awoken by being played like fiddle from the toxicity you were aware of, but foolishly thought you would be excluded from.

If you are one of the many good people working here… stay strong and find success by not being a sale out of the morales and values we all have when starting out. The world is a cold place. And right now, so is the work culture at U.S. Bank.

You cant control most events that take place in life, such as getting stuck in this he-l hole… and trying your best just to get by and provide for your family, while at the same time, trying to not become a target here and struggle for your job security in such a toxic time and toxic work place.

Please remember this most important takeaway.

We have control on how we react to events and situations.

Don’t fall for the toxic workplace bait and sign up for a one way trip for your exclusive U.S. bank clown costume.

Don’t sign off your legacy tainted with regret thinking the finish line prize was anything but a clown suite.

Don’t morally compromise and it will somehow work out. Seriously it really will. Have a conscience.

The pendulum will always swing the other way remember that.

Right now, you could be the force tilting the toxic workplace culture pendulum to swing the other way.

The simple formula to advance yourself and change things around in every aspect in life, including dealing with the toxic workplace environment here and exceeding in it at the company by driving your own vehicle to a fulfilling destination of a clean rightfully deserved promotion or advancement in your career.. Instead of foolishly making your way to become a clown.

The simple formula is do good feel good.

Believe in the good of other people.

Hold onto to being a good person knowing that even the smallest of kind acts can make a ground breaking difference in the day of your peers.

Make sure to be real with yourself. Seriously, don’t be a fool lying to yourself about how great of a person you truly are, but in reality you know that clown suit is waiting for you.

Be a good person with good intentions to advance yourself in life….. Advancment in the career latter….. or any kind of initiative in life.

This is proven to work and not a fairy tale or hippy loving vibes.

Plenty of people have reached their rightfully deserved destinations of happiness with this simple understanding of karma.

You will make it through working in such a toxic work environment at U.S. bank and ultimately it will turn out to be a win somehow someway.

Hopefully the ones who don’t have an acquired clown suit in their closet or ones who are not waiting for their very own, can speak up and spread basic human decency, dignity, and respect over the toxic culture plaguing US bank today.

Ending with a note of realism -

Sometimes you can’t soley rely on believing in the good of others.

Sometimes action is required to swing the pendulum back to the correct side.

You have to stand up for yourself and others.

Get a backbone and create an online account using the EEOC public portal and file a complaint if justified.

If you have documented proof of the easily recognizable patterns HR and management make to target and wrongfully treat you then file a complaint with the EEOC.

It is incredibly easy to create an online login in the EEOC portal and file the complaint.

Don’t fear retaliation. I know there are bad apples employed here who are such a liability to the bank because of how clueless they are when it comes down to it.

These bad apples have gone so long without being checked, that they lose touch with reality of how and what they are legally obliged to perform their role at us bank.

If you are a target, know of other people being targeted, you have documented patterns of bad apples, etc……please check and remind these bad apples because the rot is just to dam strong.

It’s really the only tool we have that can make a difference here. Dont be afraid to use it.

Start with googling “EEOC public portal login” and it’s self explanatory from this point.

Who else filed? Discrimination, Retaliation and a hostile work environment. This place wreaks of it! Are they piling up while HR does nothing? When the EEOC sees Nike as the employer it’s a front row seat to a charge.

I gave Nike 25 years. In the end, I had to leave a job I loved because the systems built to protect employees chose to protect the company instead.

The culture has become toxic, and Nike wants employees to just accept it as the norm.I wasn’t willing to. And I don’t think you should be either.

Speaking up was the hardest thing I’ve ever done. I knew there was a real chance I’d be retaliated against and discriminated against in the very environment I was reporting on. I did it anyway. I filed three formal complaints. Each one can be more than substantiated. Each one was overlooked and ignored — because my boss believes she’s untouchable, protected by the VP she reports to.

Here’s what I’ve learned: addressing problems at Nike isn’t actually possible from the inside. HR, ER, People Solutions, Legal — they exist to protect Nike. Not the employees who trust them enough to come forward. All of these teams report into EH. And when they ignore and disregard Speak Up complaints, they aren’t addressing the real problem — they’re protecting it. The real issue was never me. It was leadership.
People shouldn’t have to leave the job they built a career on.

I had no choice but to leave. And now I’m working with the EEOC to fight for my rights. The rights that Nike didn’t protect. Nike is paying outside lawyers to do damage control — a cost to their bottom line, and a cost to what they claim to stand for. That’s the price of ignoring the truth instead of addressing it.

What ever happened to “do the right thing”? Instead, it’s “know the right people.”
I documented everything. I stood up for myself. And the truth doesn’t lie — even if it takes a judge, jury and a courtroom to prove it. I won’t back down. That’s what Nike wants all of you to do. Don’t be weak!

To anyone inside this culture reading this: not speaking up is also part of the problem. I know it’s scary. I know the odds can feel stacked against you. Do it scared. Report it anonymously if you have to. Go to the EEOC when the internal channels fail you — because they will.

One complaint is easy to bury (mine is not buried) But if enough of you are willing to be vulnerable and speak up, the EEOC will see the trend. Patterns are harder to dismiss than individuals. That’s how systemic problems get proven — not by one voice, but by many pointing at the same thing.

And stop expecting Nike to do the right thing on its own. They’ve already shown you they won’t. That’s not an expectation you should be holding onto anymore. This isn’t about fairness — life isn’t fair, and I’ve stopped waiting for it to be. It’s about something more basic: the right to work in an environment free of hostility, where you aren’t being discriminated against or retaliated against for telling the truth. That’s not too much to ask for. It’s the bare minimum. How low can Nike go?

EH knows this is systemic. TH knows. LT knows. RL knows.

I’m one person. But this toxic culture has become the norm, and it is not okay. I’ll keep fighting until justice is served — because I did the right thing and I don’t have to stay silent about it anymore.

Just do it. Speak up. I see you!

After 25 years I chose to leave. I informally reported a hostile environment twice and then formally reported retaliation, discrimination and a toxic work environment using the proper channels that HR offers.

As a result I was impacted to the extent of needing to take a LOA. My manager remained protected through all of it! The investigators told each person that he interviewed that I filed the complaint and told them who I filed the complaint against. Speaking up came with a price to pay. How did that make the witnesses feel? Would you ever report anything again when you see what someone got away with just because if who they report to. My boss was oddly close to her boss - if I didn’t know better I would say they had a thing. It became a joke.

While I was on sabbatical I came back to retaliation that was so obvious a 10 year old could see it. An intentional overload of work, peers being promoted for no reason, direct reports promoted leaving me with less support and increased workload, rules that applied to me didn’t apply to others, a PAP that included backdated examples as far as months prior some fabricated examples and a final warning that couldn’t be validated. My manager continued to discriminate, retaliate and created a hostile work environment. Suddenly I had negative reviews just months after I informally met with HR. Was this all a coincidence? No! I was a high performer and I know what everyone in the org would say. The downfall is that my boss is so tight with her boss and our HRBP at the time that I didn’t stand a chance. Abusing your position and power seems like the norm. I requested my personnel file and they ironically left items out.

I won’t stay silent and I will tell my story because after dedicating 25 years of my life to that place I want YOU to know that Nike doesn’t care about you. It’s a job! If you left tomorrow they would simply replace you. HR and Legal aren’t there to protect you and speaking up only made things worse for me. For those of you that are being discriminated against, retaliated against or working in a toxic environment as a result of speaking up, document everything and protect yourself. Actively look for work and don’t give up. Use the FMLA resources if you are being impacted in a way that affects your health. It’s not ok but unfortunately you are simply identified by the number on your badge. When VPs support this type of leadership, teams crumble and lose credibility. Be part of the solution and get out. I didn’t leave my job, I left a toxic egotistical leader who got away with what she did up to this point because the VP that she reports to made her behavior acceptable.

You deserve to work in a healthy environment. No matter where you go there will be give and take. When you can see the lack of integrity and morals amongst leaders and VPs that you “should” be looking up to and your health is impacted - it’s time to get real and leave. There is life outside of the berm. Don’t let the fear allow you to settle.

Know your rights and know your resources (EEOC, EAP, LOA etc.) but more importantly know that you deserve to be treated with dignity and respect surrounded by people with integrity and morals.

If you are happy at Nike that’s great. If you have a similar story I would love to hear it.

For the love of yourself, if your rights were violated currently or previously report it! Do it anonymously, but do it! Stand up for yourself because discrimination, retaliation and a toxic work environment isn’t ok. File a report with the EEOC immediately! Based on the number of posts that I see, Nike will be exposed for normalizing this. HR and Legal will not protect you so please DO NOT rely on their canned response “we take these matters seriously.” Consult with a lawyer if you need to but the EEOC wants to hear from you! Be the one that breaks the cycle instead of allowing the environment to break YOU.

A judge just sided with the EEOC that NM must turn over all DEI related data as part of a federal investigation. The years of discriminatory practices against white males in the field and home office is about to be exposed.

Corporate managers are actively exploiting the immigration system, practicing race and caste discrimination, and displacing qualified U.S. citizens.

Your immediate action is required to stop them.If you witness visa fraud, discriminatory favoritism based on race or caste, or hidden Labor Condition Application (LCA) postings, you have a civic and legal duty to blow the whistle.

Federal agencies rely directly on worker reports to shut down these illegal operations, penalize corrupt management, and enforce fair hiring practices.

Do not remain silent while corporate entities bypass federal law at the expense of American workers.Take action immediately by preserving evidence and filing formal complaints through these critical federal channels:

Document LCA Violations: Take clear photographs of mandatory Labor Condition Application (LCA) postings as physical evidence. Federal law requires these to be conspicuously displayed on corporate notice boards, breakroom bulletin boards, or directly inside manager and contractor rooms.

USCIS Fraud Detection: Submit explicit details of visa manipulation directly via the USCIS Tip Form at uscis.govDepartment of Labor:

File a formal workforce exploitation complaint with the DOL Wage and Hour Division at dol.gov

Civil Rights Violations: Report the displacement of citizen employees, racial bias, or caste discrimination to the DHS Civil Rights Complaint Portal at dhs.gov

EEOC Enforcement: Trigger a formal federal investigation into national origin, race, or caste-based discrimination via the EEOC Public Portal at eeoc.gov

To My Former Colleagues,
After five years of dedicated service, I am writing to share some honest reflections upon my departure. I do so not out of bitterness, but out of genuine care for the members we serve, the colleagues I leave behind, and the organization Humana once represented to me. Please note that a formal complaint has been filed with the Equal Employment Opportunity Commission (EEOC) regarding the circumstances surrounding my termination.
Humana used to be a place to be proud to work for. I believe that can still be true, but it requires honest conversation about what is happening at the ground level — specifically within the SNP department.
On member-centered care:
Over the course of my time here, I have watched a gradual but consistent shift away from truly member-centered care. Clinical and medical professionals with advanced degrees and years of experience are being asked to operate as if care management is a checklist exercise rather than a clinical practice. Members have a right to drive their own care through self-determination, and that principle is being overshadowed by a metric-driven culture that prioritizes box-checking over meaningful outcomes.
On staff support and training:
The bar for performance is continuously raised while training, re-education, and support resources remain minimal. Staff are expected to retain and apply an ever-growing body of requirements with little structured reinforcement. Questions raised by staff regarding member complaints — including concerns about the frequency of contact calls and the repetition of surveys — go unaddressed. This is not sustainable, and it is the members who ultimately pay the price.
On clinical judgment:
Clinical judgment is one of the most valuable tools a trained social worker or care manager brings to their work. When that judgment is not valued, not supported, and not protected — the quality of care suffers. I experienced this firsthand, and I know I am not alone.
As social workers, we are trained and ethically obligated to drill down into a member's full picture before making clinical decisions — that is the foundation of our profession. However, staff have been explicitly directed to limit prework when pulling tasks, to move quickly to the next case, and to prioritize throughput because we are a high UTC department. This directive has been reinforced through process changes that functionally reduce the depth of member assessment prior to contact. You cannot simultaneously hold staff to a high clinical standard and instruct them to move through cases as quickly as possible without meaningful prework. These two expectations are in direct conflict, and it is the member who suffers the consequence of that contradiction.
On Policy and Leadership Accountability:
Upper management has demonstrated a pattern of applying policy subjectively and selectively. The very policy used to govern this department contains the following disclaimer clause:
“This (policy/standard) is subject to change or termination by Humana at any time. Humana has full and final discretionary authority for its interpretation and application. This (policy/standard) supersedes all other policies, standards, guidelines, procedures or information conflicting with it.”
To be clear about what this means: this is not a standalone policy — it is a disclaimer clause embedded within a policy, and it is routinely used by management to justify interpreting policy however it fits their narrative at any given time. It grants management full and final authority over how any policy is interpreted and applied, with no meaningful checks or balances. In practice, this means staff can be held to a standard today that did not exist yesterday, with no consistent or objective measure by which performance is truly evaluated. A policy governed by a clause that permits unlimited reinterpretation at will is not a standard — it is a moving target, and this is precisely the pattern that has defined SNP department management.
Different members of management and different auditors interpret the same information differently, with no clear or consistent direction provided to staff. Changes are made swiftly and without transparency, leaving front-line workers to navigate shifting expectations with minimal guidance. SNP management would have you believe there is a clear standard to follow — there honestly is not one.
What exists instead is a culture of gaslighting, masked by coffee chats, business acumen Zoom sessions, and feedback channels like “What’s on Your Mind” that consistently go unheard. Leadership actively discourages staff from being “negative” rather than genuinely listening to the real, documented concerns of their front-line workers. Feedback is collected and quietly shelved, while the same systemic issues persist.
The result of these tactics is a department marked by low morale and a profound lack of engagement. We work remotely, and while that comes with its own dynamic, silence across a Teams chat for hours on end is not normal — and it is not reflective of the environment that once existed within this organization. When I first joined Humana, my team and manager were warm, welcoming, and genuinely engaged. There was a sense of community and shared purpose that made remote work feel connected rather than isolating. That culture has eroded significantly, and the silence that now fills the team chat is not a coincidence — it is a symptom of a workforce that has been worn down and disengaged by the very leadership that should be inspiring them.
This department is being operated like a high-volume restaurant — turning over members quickly for the sake of business metrics and financial outcomes rather than placing the member at the center of care where they belong. The consequences of this culture are visible on both ends of the employment spectrum. New hires are leaving within weeks of finishing onboarding training. Those with long tenures within the company are either choosing to retire or being pushed out by upper management. That is not a coincidence — it is a reflection of an environment that is not sustainable for staff or for the members they are meant to serve.
I would strongly encourage those with the authority to do so to take a serious, unfiltered look at how the SNP department is truly being run.
Furthermore, the process surrounding my termination lacked consistency and legitimacy. It is my position that the standards applied to my performance were not enforced uniformly within the department. This concern, along with others outlined in this letter, is part of my formal EEOC complaint, which is currently being processed through the appropriate legal channels.
I would encourage leadership and HR to take a close, honest look at the pattern of departures within this department over the past year — specifically among experienced, long-tenured employees who have given years of dedicated service to this organization. I was an employee with no disciplinary action in five years, and I was pushed out within 90 days of being informed that a PIP was desired by upper management. These patterns are worth examining carefully, and they are now being examined through the appropriate legal channels.
Additionally, I want to note that during the process surrounding my termination, I was treated in a manner that I found to be disrespectful and unprofessional by an HR representative — being spoken over, interrupted, and not afforded the basic courtesy of being heard when asking legitimate questions. Every employee deserves to be treated with dignity, regardless of the circumstances.
On a Pattern That Extends Beyond My Experience:
It is important to note that the concerns I have raised are not unique to my experience. In March 2026, a nursing colleague with over 20 years of nursing experience and over four years at Humana submitted a formal resignation letter that was distributed to the broader SNP nursing staff. Rather than acknowledging the concerns raised or committing to any resolution, the letter was swiftly retracted from recipients’ email inboxes — an action that speaks for itself. The attempt to suppress this communication rather than address it is consistent with the same culture of silencing front-line voices described throughout this letter. That resignation letter is included below in full, as every concern it raises independently corroborates what I have documented above:
Subject: formal resignation – 3.16.26
To: Nina Owsley, HR4U
CC: Robert Mouser; All_CM_Associates; All Associates; Humana
HR & Nina, I am submitting this letter as a formal notice of my resignation from my position as telephonic care manager effective 3/30/26. As someone who has been a nurse for over 20 years and has been with Humana for over 4 years, this decision was not made lightly but ultimately, with today’s culture, it was not a hard decision either. I feel it both my right and my professional responsibility to document the conditions that have made continued employment untenable with Humana as discussed below.
Retaliation & Protected Leave – I have experienced what I believe to be retaliatory treatment following my use of protected leave and my part-time status, both of which are safeguarded under the Family and Medical Leave Act (FMLA) and applicable state law. Specifically, I was subjected to disproportionate scrutiny, adverse scoring on my AIP, and a previously undisclosed eligibility restriction tied to part-time status. This pattern strongly suggests to me that protected characteristics influenced outcomes that were presented as purely PERFORMANCE-BASED but it now creates nondiscretionary expectations that is being treated as discretionary reward.
Favoritism and Inequitable Treatment – Consistent patterns of favoritism (over knowledge and skill) have been persistent & documented, including on many other platforms from past employees, and non-favored are under heightened scrutiny regardless of our performance including alleged discrimination (during CM leadership changes about 2 years ago my former team were all reassigned. Every person of color from our former team was either fired or quit within 6 months).
Inequitable Bonus Structure: Associates vs Upper Leadership – Humana’s AIP disproportionately restricts and reduces bonuses for frontline associates while upper leadership continues to receive compensation largely insulated from the same restrictions. This disparity is made starker by publicly available SEC proxy data (Execpay.org) CEO pay from 2020-2024 from $16M-$18M including their base pay, incentives, & bonuses. All of this yields a CEO-to-worker pay ratio of 195:1. Associating this executive enrichment with simultaneously restricting frontline associate bonuses reflects a value misalignment that cannot be reconciled and is what is the core route of most of today’s problems.
Leadership Failing to Uphold Humana’s Own Mission Statement and Ethics – Humana’s stated mission is to ‘help people achieve lifelong well-being.’ Its core values including care for associates, pioneering simplicity, and cultivating a culture of trust & ‘speaking up.’ The workplace culture I have experienced – including retaliation, micromanagement, undisclosed policy changes applied retroactively, and favoritism – stands in direct contradiction to these stated values. Let’s not forget Robert’s all CM meeting in Oct where he ‘was passionate’ because so many nurses were questioning MOP metrics and he compared us to his children & stated ‘I have never questioned a business need and that’s why I am where I am today.’ When reported by many employees, again no outcome or update. Leadership’s failure to model the values they publicly espouse is a structural failure, not an individual one. I challenge Humana to explain how this is a safe speak up culture if nurses are scolded for questioning & speaking up.
Micromanaging of RNs: Research-Backed Concerns – There is much research literature available on what happens when nursing professionals are subjected to excessive surveillance and control. Peer-reviewed studies published in journals including Nursing Open and BMC Nursing document that high workloads, poor leadership qualities, and lack of autonomy are among the strongest predictors of burnout & turnover intentions among RNs. Humana’s model for care managers involves monitoring every clinical interaction against rigid metrics, counting call outcomes outside of nurses’ control against their performance score, this is antithetical to evidence-based nursing practice and contributes directly to the burnout and moral distress that drives experienced nurses, like me, out of the profession. Humana touts its commitment to member health outcomes while simultaneously deploying management practices proven to degrade the clinical workforce.
Conclusion – I am leaving because in today’s world and political environment, the Humana environment has become professionally and personally unsustainable. I have raised concerns through appropriate channels. I filed a formal HR complaint last week. I have received no resolution. I am retaining my documentation related to my performance, AIP scoring, leader lead audits, & correspondence with management. I am aware of my rights under the FMLA, the NLRA, and applicable whistleblower protection statutes. I am providing this notice in good faith and ask that my final pay, accrued PTO, and any other owned compensation be processed in compliance with Missouri law. I am in a position that I can use my voice & hopefully it will be heard by Humana and positive changes may arise. I hope all the frontline associates receive the autonomy, respect, and equitable compensation they deserve.
This letter was sent in March 2026. It was retracted from inboxes rather than addressed. The same concerns it raised contributed to my termination three months later. That is not a coincidence — it is a pattern.
This occurred in the same period that SNP department leadership held a town hall in March 2026 directing social workers not to discuss workplace concerns with one another and to engage only in positive communication. Staff were explicitly told not to be negative. This directive — issued by the same leadership that publicly espouses a speak up culture — functionally silenced the very front-line voices that could have prompted meaningful change. You cannot claim to have a speak up culture while simultaneously instructing your workforce not to speak.
To my colleagues:
You are doing incredibly important work under increasingly difficult circumstances. Continue to advocate for your members, document everything, know your rights, and support one another. The work you do matters, even when it feels like the institution does not reflect that. If you have experienced similar treatment or witnessed patterns inconsistent with Humana’s stated values, know that there are formal channels available to you, including the EEOC.
I am proud of the care I provided to every member I worked with during my five years of service, and I leave with my integrity and my credentials intact.
Finally, I would like to return Humana’s equipment promptly. It is Humana’s responsibility to provide instructions on how to do so at no cost to me. Please send all relevant return information to my personal email address on file.

With respect,

Scharf's mandatory RTO against the disabled has created a MASSIVE unforced liability for the company.

EEOC is prosecuting companies that issue these blanket mandates.

https://www.eeoc.gov/newsroom/fedex-pay-280000-eeoc-disability-discrimination-lawsuit

In the lawsuit, the EEOC charged that in February 2023, FedEx failed to accommodate several dispatchers’ requests to continue working from home and demanded the dispatchers’ return to its downtown Manhattan office, effectively forcing at least one into retirement. The employee, and other disabled dispatchers, previously performed dispatcher duties remotely and successfully for nearly three years. According to the suit, FedEx denied continued telework based on an alleged operational need to have all its dispatchers work in the office and failed to engage with its disabled dispatchers to find alternative accommodations.

“This case serves as a reminder that employers should not take a blanket approach to telework accommodations and should take care to engage in individualized assessments,” said Kimberly A. Cruz, regional attorney for the EEOC’s New York District Office. “Changing the location where work is performed may fall under the ADA’s reasonable accommodation requirements, even if the employer does not allow other employees to telework.”

Such alleged conduct violates the Americans with Disabilities Act (ADA), which prohibits an employer from failing to reasonably accommodate an employee’s qualifying disability, absent undue hardship. The EEOC filed suit in U.S. District Court for the Southern District of New York (EEOC v. Federal Express Corporation d/b/a FedEx Express, Civil Action No. 1:25-cv-00454) after first attempting to reach a pre-litigation settlement through its conciliation process.

Arlean Nieto, acting director of the EEOC’s New York District Office, said, “The EEOC is committed to enforcing the ADA and holding employers accountable for denying reasonable accommodations to employees with disabilities.”

Once you hit a certain age, they start looking for reasons to push you out. I've seen it happen to three people in my team. They treat older workers like garbage.

https://www.eeoc.gov/how-file-charge-employment-discrimination

A federal court approved a $1.25 million settlement. The U.S. Equal Employment Opportunity Commission was a party. R&R Janitorial Painting and Building Services, Inc. was the defendant. This agreement resolves a five-year-old bias lawsuit. The suit alleged discrimination in connection with layoffs.

Washington, D.C.

https://www.law360.com/articles/2468827/eeoc-janitorial-co-get-ok-for-1-2m-deal-in-layoff-bias-suit

If you were laid off file a complaint with the EEOC. Let them investigate.

I hear this company is constantly settling lawsuits with the EEOC and DOL through their poor management and businesses practices. The Spielberger Law Group is handling so many cases they may just start a class action. If you’re being discriminated against for Age (if you’re over 40) or being retaliated against after FMLA leave don’t wait to go to HR and start documenting the process. Then go to EEOC and DOL websites and start the claims. Then contact an attorney who specializes in employment law.

Legislators have apparently taken note as return to office (RTO) mandates continue to roil workforces at financial and technology firms. A bipartisan effort has led to the establishment of a toll-free hotline (1-888-299-3022, M-F 9 AM-4:30 PM EST). Operators are standing by to record and advise on RTO-related complaints, particularly as applies to difficulties involving childcare, commutes, and health issues. There’s no guarantee that action will be taken, although there reportedly may be in egregious cases and every data point is important in painting a picture of the problem.

Did you know you can sue Wellsfargo even after signing the severance package? You can still sue them even after few years later. You can report misconduct to EEOC anytime you want. Document everything and protect your rights.

Sue Wellsfargo, Unionize! Report to EEOC! Report H1B frauds to Uncle Sam!

Has anyone had any luck filing with the EEOC? Please share your story.

https://www.foxnews.com/media/investigation-nikes-dei-practices-could-have-major-nationwide-impact-hiring-says-alan-dershowitz

https://media.about.nike.com/files/dfc58f03-c8b4-4fe8-ae74-0cd6e5cad60b/FY24-Representation-by-the-Numbers.pdf

If the EEOC’s investigation leads to evidence of discrimination what will be the relief? Does Nike People Solutions get an overhaul, DEI Vice President cut, abolish the illegal quotas, etc.? There seems to be a lot of predictions about GT layoffs but based on earnings may be a lot more restructuring timed with this DEI complaint…

https://www.cbsnews.com/news/nike-eeoc-investigation-white-employees-discrimination/

Thoughts?

https://www.nytimes.com/2026/02/04/business/eeoc-nike-white-employee-discrimination.html

All I have heard regarding those packages were people had a 24 hour response time or it was being withdrawn. Is that true? There are also 21 - 45 day acceptance of severance packages in the US depending on your status. Are those being violated?

This company has outsourced so many jobs to India. Are they really true employees or are they Indian owned and operated with agreements to label them as employees? Is that why it takes them weeks and months to fully terminate them or the 5 managers? The US employee numbers and the high number of Indian employees are a nudge to contact whistleblower portals in the federal government to offshore employees and save money.

For the people over 40, these RIF's are considered group layoffs. It does not matter if you were terminated in groups from the same team. We you given a list of all terminated employees, their ages, title, and any other?

Has anybody contacted DOL or any other wage and labor law representatives regarding the terminations, older people, people with disabilities, offshoring to India, and anyone else?

I would have assumed there would have been audits by now as FIS is breaking up the terminations to bypass federal and public reporting by now but have not heard of any.

Sue them, report to EEOC, get more severance pay, it’s your rights!

If you have been RIFs or fired, you can file a complaint with the EEOC. Based on what I have seen and experienced at this company regarding targeting age, race and s-x with RIFs, you may have a good case. https://www.eeoc.gov/filing-charge-discrimination

https://apnews.com/article/dei-white-men-discrimination-andrea-lucas-eeoc-2996e71763dd0fe4b7f377eb49036fbe?utm_source=copy&utm_medium=share

Go to EEOC.gov and file complaint.

11/19/2025 EEOC Releases New and Updated Educational Materials on National Origin Discrimination

https://www.eeoc.gov/newsroom/eeoc-releases-new-and-updated-educational-materials-national-origin-discrimination

'Project Firewall' is an enforcement initiative launched in Sept 2025, led by the DOL in partnership with the EEOC, DOJ, and USCIS. Its primary objective is to protect the rights, wages, and job opportunities of American workers by ensuring they are prioritized for highly skilled roles and by holding employers accountable for H-1B visa program abuses.

Within this project, the EEOC’s specific role is to rigorously enforce Title VII of the Civil Rights Act against "anti-American" national origin discrimination. The agency investigates and litigates cases where employers illegally favor foreign visa holders over qualified U.S. citizens, rejecting common business excuses—such as lower labor costs or stereotypes about work ethic—as valid defenses for discriminatory hiring or termination practices.

Federal agencies look for the following red flags that may trigger a formal investigation:

1. Recruitment & Advertising Red Flags
   • Restrictive Job Language: Postings that use phrases like "H-1B preferred," "H-1B only," or "Ideal for OPT/CPT students."
   • Burdensome Application Steps: Requiring U.S. applicants to undergo more rigorous testing, longer interview processes, or more documentation than H-1B candidates (often seen during the PERM labor certification process).
   • Third-Party Vendor Practices: The EEOC warns that using staffing agencies or vendors that exclusively supply foreign visa holders is a red flag for the hiring company.

2. Retention & Termination Red Flags
   • Unequal "Bench" Treatment: Terminating American workers who are between projects (on the bench) while retaining visa holders in the same status.
   • Sudden U.S. Staff Layoffs: A spike in U.S. worker terminations followed immediately by petitions for new H-1B visas in similar roles.
   • The 90-Day Rule: Displacing a U.S. worker within 90 days (before or after) of filing an H-1B petition for a similar position.

3. Operational & Compensation Red Flags
   • Wage Disparities: Paying visa guest workers significantly less than similarly situated American workers, which the EEOC views as evidence of a preference for "lower labor costs" over merit.
   • Worksite Inconsistencies: Moving H-1B workers to unlisted client sites or roles not described in their Labor Condition Application (LCA).
   • Stereotype-Based Rationales: Internal communications or manager statements suggesting that foreign workers have a "better work ethic" or are "more productive" than Americans.

4. Systemic Indicators
   • Data Anomalies: Significant statistical differences between the percentage of qualified U.S. applicants in the local labor market and the percentage actually hired by the company.
   • Whistleblower Reports: Increased weight is given to reports from current employees regarding "unwelcome remarks" or conduct that suggests a hostile environment for U.S. citizens.

References:
• EEOC Technical Assistance Document: "Discrimination Against American Workers Is Against the Law" (November 19, 2025).
• Department of Labor (DOL) News Release: "US Department of Labor launches Project Firewall to protect America's highly skilled workforce" (September 19, 2025).
• Joint Agency Press Release: "DOL–EEOC Partnership Expands Coordinated Enforcement on National Origin Discrimination Under 'Project Firewall'" (November 24, 2025).

OWBPA requirements (EEOC):
https://www.eeoc.gov/laws/guidance/age-discrimination-older-workers-benefit-protection-act

OWBPA explanation (U.S. Department of Labor):
https://www.dol.gov/agencies/oasam/centers-offices/human-resources-center/owbpa-guide

I don't remember getting any of this sort of information when I was laid off a few years ago. Anyone else?

The WARN act requires companies with over 100 full-time employees to give workers 60 days notice of layoffs. Is anyone filing an EEOC claim?

Decades ago HR liaisons were very accessible. These days, HR always directs us back to our business lines. I’ve discovered that our business lines can be secretive and coy when inquiring about company policies. Never in my lifetime, here at this company, did I ever think I would be having to deal with lawyers and the EEOC just to determine my status with the company, policies, and procedures.
I highly suggest everyone on this message board simply go and send your inquiries to the EEOC and talk to lawyers about how to navigate these uncertainties in the company.
There are people who specialize in assisting employees of this company navigate their employment rights.
I’ve always wanted to be an exceptional employee. I just don’t have the time or the patience to navigate company policies and do my job at the same time.
I wish you all the best. I’m trying to determine the best route to take. Hoping I can sign my severance paperwork, soon. Though, somewhere in the back of my mind, I think I’ll be terminated with cause. No way in h*ll am I going to resign and have to give 60 days notice.
I’ll just keep collecting paychecks until they literally show me the door.
Good luck, all.

I was rif last year - no complaints about my package - about the only thing that went smooth (I talked to an hr contact based in the U.S. - they exist!)

Contacted out of the blue by a legal group regarding discrimination in i.t., but no clue how they got my information. Has anybody else been contacted?

The Age Discrimination in Employment Act (ADEA) is a U.S. federal law that protects individuals who are 40 years of age or older from age-based discrimination in the workplace, covering aspects like hiring, firing, pay, promotions, and other terms of employment. Enforced by the Equal Employment Opportunity Commission (EEOC), the ADEA applies to employers with 20 or more employees, labor organizations, and employment agencies.

New EEOC priorities
Is AT&T running afoul of new EEOC priorities?
https://www.shrm.org/topics-tools/news/talent-acquisition/eeoc-anti-american-discrimination-immigrant-workers

Quote from the article linked above: “The EEOC is putting employers and other covered entities on notice: If you are part of the pipeline contributing to our immigration crisis or abusing our legal immigration system via illegal preferences against American workers, you must stop,” said EEOC Acting Chair Andrea Lucas. “The EEOC is here to protect all workers from unlawful national origin discrimination, including American workers.”

Something to consider -

What this company is doing raises some serious red flags under employment law. When an employer sets rules that only apply to certain groups of employees—for example, requiring people who live within 30 miles of the office to come in while allowing those further away to remain remote—that can amount to disparate treatment or disparate impact discrimination.

Under federal law (Title VII, ADA, ADEA, etc.), employers can’t impose policies that unequally burden one group of employees over another unless they can prove it’s based on a legitimate business necessity and that there’s no less discriminatory alternative. By creating two classes of employees—one penalized for their proximity to the office and another exempt based purely on where they live—the company may be exposing itself to claims of unlawful, unequal treatment.

I’m seriously considering filing an EEOC complaint.

Has anyone filed an EEOC complaint and won? What was your experience like?

All bah who feel they are being discriminated against for any reason whether it be wfh status, recognition, merit, promotion etc all because of that forced status need to turn this place in to your states EEOC equal opportunity employment commission

Anyone have experience going this route? I know the trainings say there is a zero tolerance for retaliation, but that just means feedback. I’m just trying to understand the additional trauma this would cause me, before filing

They’re trying to break us so we leave and they dont have to pay severance. We have all experienced it or witnessed the behaviors. , U.S staff treated like 2nd class citizens, wrongful terminations, intentional forced ratings etc. The list goes on and on. Its not going to stop until we all come together and try to do something. We need to report them
to your states EEOC . Get An investigation going.

https://www.eeoc.gov/what-do-if-you-experience-discrimination-related-dei-work

Title VII of the Civil Rights Act of 1964 prohibits employment discrimination based on protected characteristics such as race and s-x. Different treatment based on race, s-x, or another protected characteristic can be unlawful discrimination, no matter which employees are harmed. Title VII’s protections apply equally to all racial, ethnic, and national origin groups, as well as both s-xes.
Before you can sue in federal court, you first must file a charge of discrimination with the EEOC. The U.S. Equal Employment Opportunity Commission (EEOC) investigates charges of discrimination and can file a lawsuit under Title VII against businesses and other private sector employers. The Department of Justice can file a lawsuit under Title VII against state and local government employers based on an EEOC charge, following an EEOC investigation.

A statistical overrepresentation of one hired or promoted group IS enough grounds to file a title VII case for discrimination and force HR groups into revealing internal communications and policies regarding hiring and promoting practices.

We all know this occurs industry wide, and across most industries… Might be worth filing these cases when we have a DOJ that is anti DEI?