#layoffs

Hint… mostly old white guys with kids in college … not H1Bs who do the same work !!!

one google search of forced distribution and differentiated performance gives you thousands of articles about why it doesn’t work and why it’s terrible for morale and collaboration. yet now we’re forcing people to be ranked and PIPed just to fill a quota. its nonsensical. why am i coming into the office four days a week to “collaborate” with my peers and help them outshine me? why would i bother trying to meet my goals when a percentage of my team has to be ranked low just because it’s required? if you want to let people go just let them go. why do they put us through these humiliation rituals?

No more hybrid schedules. More employees will be assigned to offices as well. 100 percent office requirement. Move or resign. A sneaky way to cut the workforce without having to pay severance.

Didn't hear about any cut in Jan and also given that had huge cut in 2025

Frontier is a very lean organization compared to us, and 70% of their base is union who entered into a 3 year contract towards the end of last year - basically ensuring a certain pay till 2028. Where on earth are they going to cut when Frontier is already so lean with little to no fat?

Arista annual sales are close to 9~10B with approx 4500 employees, while Cisco annual sales are 56B with 86000 employees. To compare it - Arista is doing 20% of Cisco sales with 5% of employees. Conclusion is simple: Cisco has too many redundant employees.

In the modern Banking and FinTech ecosystem, BNY Mellon’s CEO and Executive Committee have become unlikely pioneers — not in innovation, not in client service, but in the industrial‑scale refinement of psychological workforce reduction. They’ve perfected a system where employees don’t need to be laid off; they simply need to be worn down until they exit on their own, grateful to escape.
This is not a strategy.

This is an operating model. Nothing is wrong, according to leadership. Turn up the psychological pressure. The model is working fine... just as expected!

Quiet Cutting
The Executive Committee’s preferred method of “non‑firing.”
Quiet Cutting is the CEO’s masterstroke: a way to shrink headcount without ever admitting that’s what’s happening. Employees are reassigned to roles so stripped of meaning that even the job descriptions seem embarrassed. A technologist becomes a “transformation liaison.” A senior manager becomes “temporary process support.” A director becomes “aligned to future-state readiness,” which is corporate dialect for “we’re waiting for you to give up.”
The Executive Committee calls this “agility.”

Employees call it “career hospice.”

Constructive Dismissal
The slow, grinding erosion of stability disguised as leadership.
Constructive Dismissal is where the CEO’s cultural philosophy truly shines. It’s the systematic application of pressure, ambiguity, and contradictory expectations until the employee begins to question their own competence.
The tactics are subtle enough to be deniable but obvious enough to be felt:

• Goals that change faster than the CEO’s talking points
• Reorgs that happen so frequently HR can’t keep the SharePoint updated
• Performance reviews that read like they were written by someone who skimmed your résumé while boarding a flight

The Executive Committee insists this is “transformation.”

Employees experience it as professional destabilization.

Managing Out the Median
The statistical purge disguised as meritocracy.
Managing Out the Median is the Executive Committee’s favorite tool because it allows them to claim objectivity while engineering outcomes. The bell curve becomes a we-pon: someone must always be labeled “below expectations,” even if the entire team is performing well.
It’s not about performance.
It’s about creating a steady supply of people who can be pressured to leave voluntarily.
The CEO calls this “raising the bar.”

Employees call it “being pushed off the bar.”

Fear, Uncertainty, and Doubt
The unofficial leadership framework.
BNY’s Executive Committee has mastered the psychological trifecta:

• Fear — of layoffs, of reassignments, of being the next person “realigned”
• Uncertainty — about roles, priorities, reporting lines, and the future
• Doubt — about one’s competence, value, and job security

This is not accidental.

This is the culture.

Employees are encouraged to internalize instability as personal failure. If they feel anxious, it’s framed as a “growth opportunity.” If they feel unsafe, it’s “the discomfort of transformation.” If they burn out, it’s “a chance to reflect on career alignment.”

The CEO calls this “leadership.”

Employees call it psychological attrition.

The Executive Committee’s True Innovation
Cost reduction through emotional depletion.
The brilliance of the model is its efficiency. No severance. No headlines. No accountability. Just a slow, steady drip of pressure until employees walk out on their own.

Across forums and social platforms, workers describe the same pattern:

• Confusion as a management tool
• Silence as a communication strategy
• Instability as a cost‑savings mechanism

The Executive Committee doesn’t need to fire anyone.

They simply need to make staying feel worse than leaving.

Closing Note
BNY’s CEO and Executive Committee have not reinvented leadership.
They’ve reinvented avoidance — of responsibility, of transparency, and of the basic duty to steward a workforce with integrity.

And the balance sheet?
It applauds.

Based on Jane’s recent announcement that the bar will be raised and “we will not be graded on effort”, will Citi be taking a Goldman approaching and simply cutting the lowest performers?

It’s hard to believe that memo can be released and still let go of workers with 1’s and 2’s for ratings….

Should have went for something that wasn’t going to have me stuck in a dead end contract software developer/full stack developer role in a sector that’s full of layoffs.

So when will union customer service reps for fios and techs be laid off. They make all this money but do nothing. It’s time I’m hearing half will be laid off

The date for the first quarter layoffs is set to the first Monday in February. It’s going to be a bloodbath.
Good luck everyone

Hey fellow managers in banking/tech – thinking of jumping into (or back to) Wells Fargo for that fat comp? Here's the unvarnished math from the trenches (thelayoff.com + earnings calls).

Benefits (Why You'll Go):
Top-tier pay: Base + bonus/RSUs often beat peers by 20-30% in tech/LOB roles.
​Scale exposure: Run massive legacy stacks migrating to cloud/AI (Columbus project, SOA) – resume gold for enterprise gigs.
Network: Charlotte HQ builds C-suite connections if you survive reorgs.

Costs (Why You'll Leave Burnt):
Rank-and-yank he-l: Forced curves mandate 15-20% IM/NI ratings; first-timers get "no initiative" dings despite metrics. Expect IM → PIP → term in 3-6 months, no severance.
​RTO grind: 3-4 days/8 tracked hours ki-ls flexibility; global calls "stolen" by reset clocks tank productivity/morale.
​Efficiency meat grinder: AI/offshore push (3 US → 4 offshore) + layoffs (~70k gone) means constant fear; learn toxic politics over tech.
​Net: 2-3 year stint max. Milk pay, document everything (JIRA wins ignored), pivot to AI governance roles elsewhere. Long-term? Builds grit but scars your management style – unlearn the blame-shifting. Who's hiring WF escapees?
​

Recent MBA Fit
Strong no for fresh MBAs: High pay lures, but you'll inherit unlearnable habits like subjective 360s, quota-driven firings, and "efficiency" as code for attrition. Better: Goldman or fintechs teach scalable leadership without the toxicity.
​
Skills Learned vs. Unlearned
Learn: Enterprise-scale ops, regulatory compliance, AI-augmented legacy migration – transferable to Big Tech/banks.
​
Unlearn: We-ponized subjectivity (blame-shifting, seagull management), quiet-quitting survival, offshore distrust – antithetical to healthy cultures. Nets negative for career velocity; 47% attrition risk in year 1 per forums.
​

No Layoffs: Verizon committed to not involuntarily laying off Communications Workers of America (CWA) represented employees for four years after the transaction closes.
Applies To: This protection covers current CWA employees and those hired under the deal's new hiring commitments.
Hiring Commitment: As part of the agreement, Verizon also committed to hiring at least 600 new full-time CWA-represented employees over six years.

Been doing twice the work and without support from management. Was so overwhelmed and irritated about questionable business/sales/ compliance issues I pushed back about workload and lack of support. As I predicted and most of you suggested per similar messaging on here they gave me an inconsistently meets for my performance review. Said I wasn't open to new additional work and a team player.

I already considered quitting or retiring or whatever we want to call it. I am contemplating pushing back and putting the information for leadership and HR to get involved. I know not a big threat or care to them as they will fire me in the next 12 months for something concocted.

My thought is they are sc--wing me to line their pocket or give major increases to their yes men. The group currently has a shortage of workers with too much work to go around. I already knew the stress wasn't worth it with a full raise and bonus (bonus 20 to 25% of gross pay). I do need to leave imo.

Has anyone recently (last year or year before) got an IM and then a raisebor bonus still? If so how much less than prior years?

Around 15% of the entire labour force is being made redundant. Those who joined two to four years ago are particularly affected, with no replacements being offered, and every department is impacted. The good news is that they are being slightly more generous in negotiations over the redundancy package.

Toyota never fully bought into the EV narrative. While they publicly supported emissions reductions, they:

Maintained skepticism about pure EVs: They kept investing in hybrids and hydrogen.
Made smaller, more flexible commitments: When they revised EV targets downward, they hadn't already signed massive supplier contracts
Didn't bet on regulatory permanence: They assumed political winds could change
Prioritized profitability over political favor: They were willing to be criticized for not moving fast enough on EVs.

The Fundamental Mistake
GM and Ford made massive, irreversible capital commitments based on political promises rather than market fundamentals. They:

Assumed federal policy would remain stable for a decade
Believed subsidies would be permanent
Thought consumer demand would follow regulatory mandates
Locked in supplier contracts before testing market acceptance

It's a classic case of companies mistaking political theater for business strategy. When executives stood on the White House lawn in 2021, they were making commitments that assumed the administration's policies would survive through 2030. That was a $50+ billion mistake across the industry.
The lesson: Never make billion-dollar bets assuming political conditions won't change, especially in a democracy where administrations change every four years.

Stay tuned!

Anyone know which departments? Is this all locations?

The Mission Bell Winery in Madera is preparing to lay workers off, after its distributor contract expired.

The announcement was made to employees on Tuesday. More than 200 people will be out of a job, according to a county official.

Previous employees say the announcement is shocking, adding that Mission Bell plays a significant role in the local economy.

https://kmph.com/news/local/mission-bell-winery-in-madera-to-lay-off-over-200-employees-as-contracts-with-gallo-end

I've heard rumors that most cuts will target management. Anyone know if there's any truth to that?

How many are being cut

I expect it to be worse than what we've already been through. Being under this much stress for so long doesn't help with what's coming. I truly hope that whatever happens, things work out in the end for each and every one of us. And don't forget that being laid off or kept on has nothing to do with your worth, potential, or hard work.

Yokohama Tire plans to “significantly reduce tire production” at its Salem manufacturing facility and will lay off 392 hourly and salaried employees of the plant, according to a company announcement Friday.

https://virginiabusiness.com/yokohama-tire-salem-plant-layoffs-production-cut/

When SF settled the RICO case for 250 Million it spoke volumes about the company reputation. To say it was settled as a business decision which IMO an admission of liability. This damaged the company and it continues to spiral downward by cutting benefits, laying workers off, and continuing to slash workers who believe and work hard to fulfill the mission and vision of the company. The company advertising deals with everything but the product itself. The customer is wise to its diversion tactics. On a local level, the company's reputation has tanked even within law enforcement. What was once the leader in all respects of ethics and business has literally been flushed down the toilet for money.

I think the typical departments will get hit hard again - ISG, CSG, Sales, Engineering, and IT... but I also think Dell is going to start going after full remote employees.

Dell no longer allows remote positions (future positions that is) and all new roles/REQs MUST go to the office, meaning they want all employees to be local to an office, right? Well that won't/can't happen until all remote employees are either laid off or quit.. OR relocate on their own dime. They are going to have to start going after remotes sooner or later and I feel like it's gonna be sooner than later; after the RTO mandate. OR, they will tell remotes that they can either relocate and keep their job, or have bonus's/raises minimized + the already not eligble for promotions/internal movement.

I think a LOT of the engineers, PMs, Managers/directors who were very heavily involved in mav will be let go as well, considering the OG deadline was pushed back a quarter...

Just my guess.

It's going to be a bloodbath.

Nous savons depuis quelques jours que Synopsys projette de licencier 70 employés d’Ansys France. Selon un commentaire sur thelayoff.com, il y aurait également 30 licenciements prévus chez Synopsys France.
Ce PSE n’est pas une fatalité. Nous avons le pouvoir de pousser l’entreprise à y renoncer, au moyen d’une grève massive et reconductible.

A few days ago, we got the news about Synopsys’ plan to lay off 70 employees of Ansys France. According to a comment on thelayoff.com, there will be another 30 of them planned at Synopsys France.
These layoffs are avoidable. We have the power to coerce the company into foregoing them, by means of a massive, renewable strike.

We have created a Signal chatroom for better collaboration. Read all the details in this document: https://docs.google.com/document/d/1qUlsZjDHbJ49KPenYlJnq_MP4VYjaadGPVV1E6lvIn8/edit?usp=sharing

If (or should I say "when" ) job eliminations happen in February after they review VRP numbers, will those eliminated still receive their 2025 bonus payout?

When Kyndryl started they bragged about having 90 000 employees all over the world. I'm wondering how many they have now? Any info? It would give a scale of layoffs. I bet closer to 60-50k

It boggles the mind how bad the optics are of a company posting a “great” results year for 2025, then immediately laying off hundreds of people, to then spending at least $1M on glad-handing at Davos this week with their team of sycophants.

It’s such poor taste to do this, but it’s absolutely the goal. Let’s go and try to be relevant with those who are. Be seen with leaders and doers we want to be peers with. Meanwhile, we limp along not investing in new products until we can sell someone on the idea to pay for it.

https://www.shorenewsnetwork.com/verizon-faces-scrutiny-after-1319-layoffs-in-new-jersey-triggers-warn-act-probe/

https://www.lightreading.com/broadband/california-approves-verizon-frontier-deal-with-conditions

20 Billion dollar deal negotiated, lots of conditions and agreements to include employment guarantees for Frontier employees, and DEI considerations.

How will this affect future non-union employee layoffs going forward?

Exactly one year to the day that I was laid off, many more followed in the Pest and BI/AI/Analytics teams this same day.

Where did you end up going? How were you able to transfer your skillsets to a new career?

Was RIF’d in August, didn’t really get to say goodbye to anyone, and I genuinely liked everyone on my team. RIF’s and layoffs su-ked, but y’all didn’t.

And to the person that will inevitably comment about leaving NCR “x amount of years ago and never being better”, I’m glad for you, friend, truly.

Hearing of several one-off layoffs. One person in a department vanishes. ESC. Seems like a week ago was a layoff week. Labs are adding people, ESC is tossing people. Discouraging. Frustrating. What are other people hearing? I can count 5 in the past 3 weeks across plants and corporate.

I feel it is what it is. The severence rules are laid out. Is there anything specific you should ask?

Before you get laid off