#hr

Support and merchandising job re-alignment starting soon. You heard it here first. Hours will be a mix of early morning, late night, closing, opening, and mid shifts based on business needs
H.R./asset protection positions in bronze stores and under are toast
Hometown stores will be run by key holders and leads, salary positions (except for store manager) are toast

The first batch of Performance Improvement Plans goes out next week. HR defined the Performance Improvement Plans, and they have been standardized and nearly impossible to pass.
If you have a feeling you are going to get a Performance Improvement Plan next week, your hunch is probably right. Your not likely going to pass your PiP, because Microsoft HR defined them for employees to fail. The best thing you can start doing next week after being handed your Performance Improvement Plan. Is to so stop preforming any work and focus on updating your resume. On your Resume, you want to give yourself a fake Microsoft job title that makes you sound like you are really important, in fact using your Microsoft manager's job title as your own is a great idea, On your resume write boasting about all the important work you have done, knowing its total bs. Then start applying to jobs, in between watching Hulu movies while at work.

My manager sided with a rude customer today, even though he knew I followed all the correct procedures. He then expected me to just forget the whole interaction happened. It is incredibly discouraging and makes the job feel impossible. I am considering how to document this pattern for a discussion with HR next week. Has anyone dealt with a similar failure of leadership?

If you get laid off March through Dec, AFTER they paid you the bonus for the year before, HR will pay you a prorated amount of the bonus for the CURRENT year.

But people laid off in January or Februray, if your last working day is before the cutoff date (the date you have to be employed by to get your bonus for 2025), what happens then? Technically you are no longer employed at usb on 2/27/26 the cut off date.

DO they

1. give you 100% of your target bonus from 2025 only (since there's nothing to prorate since 2025 is over)
2. give you NOTHING for the whole year from 2025 and a small prorated bonus for 2026
3. both of the above 1 and 2 combined

Ideally #3, but #1 would be ok also. But it better not be #2 because they would be f*d up.

If you think about it, if they lay you off in January and fk you over, you would have been paid more** if you were laid off late last year instead of early this year.

Anyone with an actual answer, not speculation peanut gallery, please reply. Thanks!

Hello, my team is being forced to RTO and I just found out I will be sharing my office space with a registered s*x offender. I’m not sure what to do, I already asked HR not to send me to the office because I don’t feel comfortable with this.

It seems the new HR is back with the hammer for colocation.

Contractors, who were remote hired are supposed to be in office during connect week but the full timers in different region are told their position is moved to different region.

You can't be serious!!!! This is an absolute pathetic joke!!!

I don't want this post to get washed away by Chevron's HR Trolls. Please help keep it alive and post your thoughts here or on the original post, 8 down.

Tax Time!

What is the URL to get my W2? HR One Stop won't let me in anymore.

I keep hearing full time store H.R. will be eliminated, is this just a rumor? Or is it true? I’m hearing this repeatedly.

There is a severe imbalance in the manager-to-employee ratio across departments. Airport teams are often unable to take time off because the company claims it cannot afford management coverage, despite having a small number of managers overseeing hundreds of employees. Meanwhile, other departments operate with two to three managers supervising teams of only six to eight employees. This disparity reflects ineffective leadership and fundamental HR mismanagement. A more responsible approach would be for senior leaders to actively evaluate each department’s structure and reallocate resources appropriately, rather than continuing to expend company funds on unnecessary and misaligned management roles.

To be ready for a layoff, I offer a few items. I expect more may come in the replies.

1. If you need income from a job, should should be trying NOW to find one. It’s way easier to get hired when you still have active employment on your resume.

2. Save contact information for co-workers. After you are gone, you will have difficulty connecting with them if you don’t get the contact info in advance.

3. Decide if severance is worth losing the option to sue Xerox. Since severance varies and may change soon, this one is up to individual circumstances. Before signing a general release, consider this.

4. Begin monitoring the HR policy regarding severance. It’s very likely that
   this may adjust downward. If you see it, it gives time to think before you are IRIFed. For example, #3.

5. If you used your Xerox.com (or Lex whatever) email address for personal use such as password recovery, change it. You don’t want to forget a password in the future and then realize you used a business email for recovery that you no longer have access to.

6. Take advantage of unused health insurance entitlements before they disappear.

7. Understand that health insurance continuance is an option, but WAY more expensive. For me in the US, cost was 5X.

8. Clean your desk so that is you are walked out, all your personal things are already gone or fit into a box you can take when you are escorted out.

9. Remember you may have employee discounts that may expire after you are gone.

Any more?

For those with knowledge or experience:

If an investigation finds that an employee violated a rule, even without intent or malice etc. — is it up to the LOB management whether to keep them or not?

I understand an outcome “recommendation” is given by HR, but how much discretion is given to the LOB/team? Can they choose to ignore that recommendation?

Rumor is that the offers are delayed by at least 1 week! Not a surprise, HR failed to secure the required approvals from Exxon executives for the offers, and some of them are enjoying their holidays till next week! Again, corporate separateness, my a.. !

The HR excused me of forging the note. I responded saying HR Karen, I don't like being excused or forging a doctor's note, therefore have your HR manager call my doctor and verify the note. The HR Karen got in a huff about my referring to her as a Karen and told me she was going to have me written up by my manager for it. I talked to my manager before the start of break, and he told me not to worry about it because he's not going to take any orders from a Boeing HR Karen demanding I be written up.

Smart companies & their HR departments use Glassdoor to improve $ It doesn't appear Mutual actively uses the Glassdoor to improve $ Top companies can drive great results using Glassdoor the right way $ memo to our HR, implement this and watch MOA dramatically improve $ Check this out.

Glassdoor Team
Glassdoor Team | Author & Career Expert at Glassdoor | Jul 21, 2025

The best companies know that employer branding is make-or-break. The right approach can help you attract top talent, combat industry stereotypes, and build a workplace culture that actually retains people. The wrong approach? It makes you invisible to the candidates you want most. 

Leading companies are turning to Glassdoor not just for employee reviews, but as a strategic platform with real-time feedback and authentic talent engagement. Here's how three organizations are using the platform to transform their employer brand and attract the right people.

1. Closing the gap between perception and reality
   Capgemini, a global leader in consulting and technology services, wanted its Glassdoor presence to reflect the company’s positive employee experience more accurately. With a large volume of reviews across global locations, they saw an opportunity to better align internal culture with external perception and use that feedback to inform their long-term talent strategy. Key focus areas included increasing review response rates, strengthening the connection between the employee value proposition and day-to-day experience, and using data to identify areas for improvement.
   The company rolled out a required training program to ensure leaders could thoughtfully respond to reviews, with monthly check-ins to share best practices. They encouraged employees to leave reviews at key milestones like promotions or project completions, helping to surface a more representative view of life at Capgemini. Using Review Intelligence™, they analyzed sentiment across departments, locations, and roles on key topics like culture and DEI, and benchmarked those results against competitors. They also launched enhanced branding through the Employer Branding Hub for each global location, sharing localized employee stories, EVP content, and branding campaigns. 
   As a result, Capgemini’s global Glassdoor rating climbed from 3.2 to 4.0. Reviews began reflecting the impact of internal efforts, and the company strengthened its position as a talent destination — improving both hiring outcomes and employee engagement.

2. Building transparencyto overcome hiring hurdles 
   Equans UK, with nearly 15,000 employees in energy and services, faced serious skills shortages and high turnover in engineering. They needed to show they were a progressive employer that valued diversity and growth, particularly to retain apprentices and achieve gender balance in senior and operational roles.
   The company implemented a comprehensive employer branding strategy centered on their Glassdoor profile. They revamped their "Why Work With Us" section and featured their #ProudtoMakeitReal campaign spotlighting actual employees. Crucially, Equans increased its review response rate and acted on employee feedback, demonstrating genuine commitment to transparency and improvement. They paired this engagement with targeted Employer Branding Ads for their key demographics, including skilled trades and engineering.
   This multi-pronged approach delivered massive results, including 84% more unique visitors and 53% more page views across their Glassdoor and Indeed profiles. They also saw their overall Glassdoor rating jump by 0.6 points, solidifying their reputation as an employer of choice.

3. Attracting mission-driven talentwith targeted messaging
   Thomas J. Henry Law, one of the nation’s leading personal injury firms, needed more than just good attorneys — they wanted lawyers with integrity and determination who truly believed in their mission. Their existing methods weren't attracting this caliber of talent, so the firm took a different approach.
   They analyzed what their current employees loved most about working there, then crafted targeted messaging around DEI initiatives and career development. This refined content was integrated into their Employer Branding Hub and, crucially, their advertising strategy. The firm used custom messaging in "always on" Employer Branding Ads across Glassdoor, Indeed, and other sites in their candidates’ online journey, ensuring they stayed top-of-mind with qualified job seekers who shared their values.
   This strategic and sustained effort delivered impressive results: application rates more than doubled in three months, while cost per application dropped 37%. Their targeted approach showed that precise messaging attracted better-aligned talent more efficiently than broad recruitment tactics.
   The common thread: Authenticity drives results
   Candidates can spot inauthentic employer branding from miles away. These three companies crafted credible narratives that resonated with the right talent — and backed them up with real action. This solid foundation, built on genuine transparency and strategic consistency, led to results that speak for themselves: better candidates, lower costs, and stronger company cultures that actually retain top talent.
   Your next great hire is already researching employers online. Make sure they find the real you.

Is it better to vacation out or try to take the year’s worth of vacation before you leave?
I’m looking at the vacation policy and it says you can’t use vacation from previous year to vacation out. Anyone know how it works? Don’t want to ask HR because I’m not telling them I’m retiring yet

I've been in the accommodation process for some time (going on 2 months now) to get some workplace flexibility and I feel like HR is just dragging this on to try and make me give up on the whole process. Not only have I had my primary care professional provide a letter with their medical recommendation but they have also completed Truist's assessment form (redundant questions at that) - all saying the exact same thing justifying a medical accomodation. Now I'm hit with a "we need some more information in order to process this request."

Is this normal for those who have gone through this? This seems like such an unnecessary, painfully drawn out process for something fairly straightforward.

Not sure how anyone else's location is, but South Jersey is ridiculous.. Considering people are packing up for our location renovations, aimlessly walking around because everyone's work is DONE.. instead of saying "Hey everyone, you can all leave an hour hourly, even 30 min to get home etc.. But nooooo let's have you all sit here, doing nothing while you just keep getting aggravated because hey HR has been gone but we need you ALL to stay and collaborate... SMDH

I know this may not be the ideal place to ask, but I haven’t been able to find much information on Sparq or through my communications with HR, and was hoping this group might be able to share any relevant experience.

I’ve been with Optum Health for several years as a U.S.-based remote employee. Recently, I’ve been exploring the possibility of relocating to Canada. I’m a Canadian citizen, and through my own research I’ve seen that Optum has a few business segments in Canada, with many employees working remotely.

I’m wondering whether anyone has experience with, or insight into, transferring from a U.S. role to the Canadian entity while continuing to support the same U.S. team. I recognize this is a fairly niche scenario, but I’d really appreciate hearing from anyone who has gone through something similar or knows how this has been handled in the past.

Thanks in advance!

Horrible the way those making the most
Money are targeted with bad performance reviews without discussion until time reviews are shared. If your not supported during the review discussion your targeted as the one who is put on a Coaching or Performance Plan that you are unable to be successful to achieve. There are soo many unhappy people who work there an stay because they need a job. Very sneaky and arbitrary!

I am trying to sign and it says invalid agreement id. How do i go about it? I thought we had 45 days from last day on payroll.

Shot in the dark here looking for some help. I left SAP in May 2025 and have been on COBRA administered by Health Equity/Wageworks. When logging on to make my January payment, I was told that SAP has moved to a new COBRA administrator. No notice was given. I have an email out to HR Direct, but I wanted to see if anyone knows who this is so I can speed up the process.

Beware of toxic leaders. It is usually a leader who has limited knowledge or understanding or have reached a level of leadership without working specifically in the field. If leadership at Anthem or CarelonRx tell you something in a call, follow up in writing and reiterate what they said. I have been flat out lied to repeatedly about what was promised to me or about tasks that I was assigned to. They attempted to functionally demote me until I documented it and presented to HR. They have continuously added more tasks and more job roles to the scope of my work to fill the gaps left by RIF. All I can say is communication in writing , documenting and advising them when they violate policy or law is crucial. The sad part about it is until you have been directed by a leader or by HR otherwise, you still have to do the task or they will use that as cause to give you poor reviews or let you go. Watch your back at this company. Not every leader is like that but there are plenty of them.

If you got a bs rating from them altering them, did you file a complaint with hr or anywhere else? Just curious if everyone is going to let them get away with it or hang them out to dry

A recently displaced HR manager at HY told me in a 1:1 that CS no longer wants to continue paying severance. Instead, he has instructed his directs to relay to all managers to rely heavily on performance reviews to justify terminations. He also mentioned that there is a plan to cut 30,000 employees in 2026.

Long story short, Rif'd 10/30 with last day 11/13. Signed and email severance agreement 11/14 and received response 7 minutes later saying they received the agreement and are reviewing it.

Fast forward today, call the hotline and they said they didnt receive and are opening a case with People Team.

Anyone else go through this ringer?

Head count reductions are coming. HR is looking at span of control again. This always leads to HC reductions. Last time they did this, they had the first VBO.

I think the VBO will be offered again in 2026.

If you go to speak up for ethical misconduct by a cabal of leadership reinforced by HR and Speak Up covers is up, what is the next move? Email Farley’s CDSID? Looking for answers. Every time we have holidays I seem to get punished for enjoying time off so I know the worst is yet to come.

In my old company, a colleague had a serious issue with a director and went to HR for help. She documented everything perfectly. Instead of investigating, HR scheduled a mediation where they sided with the director and suggested my colleague was not a team fit. It was a clear lesson that their only job is to protect the company from us. From what I've seen here so far, the same applies here.

Has anyone ever witnessed a corporate HR department in other jobs as disconnected as Belk’s corporate HR is from stores, corporate office and WFH workers, and store associates as Belk?

Literally 1 HRBP over 100 stores
Who is out of state. Questions about FMLA, Maternity leave, Doesn’t have a clue what’s happening in store, one HRBP claiming she was a previous belk store manager, yet gives the most manufactured, out of touch answers to questions that leave the person with even more unanswered questions. It’s simply called gaslighting 101. If you need H.R. please understand you will get four different answers to the same questions!!

Didn’t get to submit it before the deadline. Can I just contact HR to get it paid out? I know it may come later but still want to be sure I get all what is owed to me.

My manager believes to follow the company direction (3 times per a week) and my team is forced to go while all other people I work with still work from home 100 percent.

Office is always empty and there are just a few teams I know comply with return to office directive.

Last layoff had nothing to do with it either. Nobody who still works from home got impacted

I am in DFW. Is your office empty too?

I was ISP’d at the end of August as part of ER. If you’re one of us have you received your severance payment? I have not and have emailed HR Help three times and have not heard back from them.

Very fishy especially the linkedin posts from India about their annual/quarterly awards, posts about completing 6 months, 1 year, 1.5 years in TU. Seems extremely forced and artificial.

I know there was a HR level meeting when the glassdoor points dropped to 3.6 after the recent layoffs. I also heard that offer letter rejection rate is quite high recently. So, I guess the recent linkedin posts and glassdoor reviews are a damage control?

I’m on the process of potentially taking a role with Aramco.

I am reconsidering given what I read about the air quality levels, yesterday it was globally the worst place for PM 2.5.

I understand the region is dusty but I really don’t want to damage my health or those of my kids breathing toxic air.

Can anyone point me to some advice on the matter, I cat the the first one mentioning this. The HR guy said it’s only a couple of days a year when the seasons change it gets really bad. How do others cope,

Why are store managers and/or H.R. need to be in the store at 6am if they are not picking, packing, or on a call?

Shouldn’t H.R. and the store manager be in store when the majority of associates are actually working ? It makes no sense for an H.R. or store manager to leave the store by 2 or 3.