#layoffs

What's the latest on location strategy? They forced hundreds of people to uproot their lives and move to a hub in 2025. Has anyone heard of anyone being let go after they moved? I'm still seeing many people shown as being in non hub locations in workday. Are they scheduled to relocate this year or somehow they got an exception to stay where they are?

Goldman Sachs is set to begin layoffs on January 11 as part of a wider shake-up centered on its investment banking and global markets teams. The cuts are aimed at saving $1.3 billion in operating costs over the next three years, as the bank shifts capital toward its top businesses and technology.

https://www.prismedia.ai/news/goldman-sachs-begins-major-layoffs-in-aifueled-cost-push

First quarter - 10% cut in Technology.

Expecting all legacy products to be wiped out and most middle managers to be let go. Director counts will be reduced.

After cutting 20+% FTEs and 50-75% contractors the work remains the same. Management is ok to do the resources cut but no spine in negotiating the deliveries.

On one side we hear reorg and new priorities are not out. On the other side selfish, gutless leaders are just pushing deliveries to save themselves with less resources

If you go to the Illinois WARN notice

https://dceo.illinois.gov/workforcedevelopment/warn.html

The Nov 2025 says there will be 2 additional layoffs in 2026. Does that mean two more rounds of layoffs?

J back from her vacation this Friday after a tiring last year. This year it will be more tiring for her , the first layoff starts in March

...but they sc--wed up!! They laid me off on 9/30. Not too bright...now they'll have to mark down one of their buddies due to the "curve" ranking. LOLOLOLOL! Oh the irony.....

It’s hard to understand how a company with HPE’s scale and portfolio continues to struggle to create momentum, and from the inside it feels less market driven and more internal. Constant restructuring, added complexity from acquisitions, and unclear accountability have worn people down. The recent layoffs were especially difficult because they didn’t feel strictly performance based, many capable, respected employees were impacted while leadership structures stayed largely unchanged, which made the process feel political rather than strategic. That disconnect has hurt morale and trust, and at this point the challenges feel structural, even a strong, proven leader like Rami stepping in as CEO wouldn’t be able to fix this without deeper changes in how decisions are made at the top.

JC confirmed call center closing, is orlando next?

Gainwell responsibilities are shifting to Abacus and that means Gainwell staff will be reduced to account for the shift is the staffing model change. There was a townhall Thursday where Pinky pretty much told us that some of us will be moving on because the current staffing model will reduce the number of people in the new Abacus model. I mean, if people don't get the clue by that then they deserve to stay and suffer.

Obviously this means 2026 layoffs will make 2025 child’s play.

https://seekingalpha.com/news/4537099-trump-to-meet-health-insurers-few-days

The cuts in VBG definitely had to be performance based. I’ve been looking up VBG jobs that have been posted in Jan in various states on Verizon careers website and there are several openings for client executives, senior account manager/account executive roles and the retail smb positions. Some of the cities I selected recently had people riffed in that area/territory last month and now the job is open and there was NOT additional headcount last quarter so the q4 hiring freeze is not the reason the job is open now. essentially they just axed some people to get rid of them and hopefully bring on better talent in Q1. At least that’s how it appears to me, what do you folks think? 🤷‍♂️

• Angi, the company formerly known as Angie's List, is cutting 350 jobs, it said on Wednesday.
• Angi cited AI efficiency among its reasons for the layoffs.
• Economists and tech experts have predicted that more companies will replace humans with AI in 2026.

https://www.businessinsider.com/angi-layoffs-angies-list-cuts-350-jobs-ai-efficiency-gains-2026-1

Reorgs, layoffs, shuffling people around, ignoring bad management but punishing talent, directionlessness, maintenance/decay mode - all of it has made me completely uninterested in the future of Nike, and definitely in my job. I just can't care anymore. If someone had told me eight years ago when I came on board that this would turn into a "just collect a paycheck" thing, I wouldn't have believed them. It's actually sad.

From my perspective in accounting, this keeps happening. They release senior staff to balance the budget, but the underlying strategic errors remain. In my twenty years, I have never witnessed this leading to genuine recovery. It only demoralizes the teams left behind to pick up the pieces with less support.

There is no hiring freeze, recruiters are slow to process applications with horrible new database. I interviewed for 2 different positions and each job had a different recruiter. I told each that I applied to one position but my information disappeared. I thought I did something wrong so I did it again and it stuck. But it happened again on my second application with the other job. Both recruiters said that it is a common occurrence. They didn’t bash the system or say anything negative but it’s obvious they’re pi---d off.

Some folks are being offered roles with their supervisors saying “don’t worry this won’t be the actual job when the time comes, we’ll get you something better” or “no worries, this says same CL, but you’ll likely get a CL increase next year.

Do not trust any verbal commentary that does not make it into a written guarantee whether in the offer letter or an email from your supervisor that you review with a lawyer. Now is not the time to believe some wishful hypotheticals. Now is the time to trust no one except the piece of paper that your lawyer explains to you and you are comfortable with.

Only assume they will give you what the offer letter says.

Also, if your offered job starts in 2027, assume that you may not get a salary increase Jan 1, 2027. Ie same pay all of 2026 and 2027.

After 34 quarters and 8 years of decline they wonder why customers leave.

You dont pay anyone for 8 years, but you expect to deliver AI.

These leaders are so out-of touch its unreal.

It doesnt take an id--t to work out why morale is low and the company is failing every qtr.

You need to change your focus to Employee pay to get the best out of your main asset.

Whats the word for the future of branches? Will District management positions continue to be cut? What about Branch Managers? I am in my 30's and been in branch management for about 7 years, next move would be a DM position but how likely is that? Are other branch managers working in a teller window and as a banker half their days?

If you got a 4 in only one area. The "how" . How does it really impact you ? I know people thag have had 4s stick around for years. But this was before the aggresive cuts and bora bora

A ton of folks were fired today……all about the quota. We lost some really good people. As usual, the compliant cheap useless folks survive.

Its out and followed by “more people in fewer places”

What a fu--ing mess this is

• Companies such as Angi and Tailwind have said they're trimming staff this year.
• Most recently, Angi cited AI as a factor in its decision to shed around 350 jobs.
• See the list of companies letting workers go in 2026.

https://www.businessinsider.com/recent-company-layoffs-laying-off-workers-2026

My team is half of what it's been when I joined seven years ago. Others who are still with the same team, is it the same for you? I'm genuinely curious if this is a common thing.

Knew it was coming

When will the RIFs start taking place?

https://x.com/gothburz/status/2009386221521244406?s=46&t=8PYOIs_oDhf5yp9H30hhiw

Last September I announced mandatory return-to-office.

Five days a week.

I called it a "culture-first initiative."

Culture means presence.

Presence means badge swipes.

Badge swipes mean metrics.

Metrics mean I can prove something to the board.

I don't know what.

But I can prove it.

The announcement went out on a Tuesday.

I sent it from my home office.

In Aspen.

I have an exemption.

"Strategic leaders require location flexibility to maintain global perspective."

I wrote that policy.

HR approved it.

HR approves everything I write.

By Wednesday, 340 employees had updated their LinkedIn status to "Open to Work."

I called it "natural attrition."

Natural attrition means they quit before I had to pay severance.

Very natural.

We lost 47 engineers in the first month.

I told the board it was "alignment correction."

The people who left weren't aligned.

With coming to an office.

That I also don't come to.

But that's different.

I'm strategic.

The office costs $4.2 million per year.

Empty, it was a write-off.

Now it's a "collaboration hub."

I measured collaboration.

Average daily Zoom calls from the office: 7.4 per employee.

They commute 45 minutes.

To take calls they could take from home.

But now they're "present."

Presence is culture.

I've never been more certain of anything.

A senior engineer asked why we couldn't stay remote.

She had metrics.

Productivity was up 23% during remote work.

I said, "Productivity isn't everything."

She asked what else mattered.

I said, "Serendipitous collisions."

She asked how we measure serendipitous collisions.

I said, "You can't. That's what makes them serendipitous."

She stopped asking questions.

Then she stopped showing up.

Then LinkedIn said she's at a company that's "remote-first."

Good luck with that.

They'll learn.

We installed badge tracking software.

It cost $380,000.

It tells me exactly when people arrive.

And when they leave.

And how long they spend in each zone.

I check it every morning.

From home.

The data is fascinating.

Average arrival time: 9:47 AM.

Average departure time: 4:12 PM.

I sent a Slack message.

"Core hours are 9 to 6."

Arrival times shifted to 9:02 AM.

Departure times shifted to 6:01 PM.

Productivity did not change.

But the metrics look better.

Metrics are culture.

We have a "hybrid" option now.

Three days in office.

Mandatory Monday. Mandatory Wednesday. Mandatory Friday.

That's called "hybrid."

Because Tuesday and Thursday are optional.

But there are "anchor meetings" on Tuesday and Thursday.

Attendance is "strongly encouraged."

"Strongly encouraged" means mandatory without the liability.

I learned that from legal.

The head of product asked if he could work from home when his wife had surgery.

I said, "Of course. Family comes first."

Then I said, "But let's revisit your Q4 performance targets."

He came to the office.

His wife understood.

I assume.

I didn't ask.

That's personal.

The CFO asked about ROI on the RTO policy.

I showed him the badge data.

"Presence is up 340%."

He asked if revenue was up.

I said, "Revenue is a lagging indicator."

He asked what the leading indicator was.

I said, "Badge swipes."

He nodded.

The lease renews next year.

Seven more years.

$29 million committed.

We needed bodies in the building.

Now we have bodies.

Fewer than before.

But present.

Morale is down.

Glassdoor says we're "hostile to work-life balance."

I told HR to respond.

They wrote, "We're a high-performance culture that values in-person collaboration."

That's corporate for "the review is accurate."

But it sounds like a rebuttal.

The CEO asked if RTO was working.

I said, "Absolutely."

He asked for evidence.

I showed him a photo of the office.

Full desks. Glowing monitors. Bodies in chairs.

He smiled.

"This is what culture looks like."

It looked like a stock photo.

Because I got it from a stock photo website.

The real office has 40% occupancy on a good day.

But he doesn't know that.

He's also remote.

We're both strategic.

Next quarter I'm proposing a "collaboration bonus."

$2,000 for anyone with 95% badge-in compliance.

The bonus costs less than the turnover.

And it shifts the narrative.

We're not forcing people to come in.

We're "incentivizing presence."

Incentivizing means paying people to do something they don't want to do.

It's different from mandating.

Legally.

The employees who stayed are "loyal."

Loyalty means they have mortgages.

And kids in school districts.

And RSUs that haven't vested.

They're not loyal.

They're trapped.

But on paper, it looks like loyalty.

And paper is what the board sees.

I've been doing this for 22 years.

I know what culture looks like.

It looks like butts in seats.

Butts in seats mean control.

Control means management.

Management means me.

RTO isn't about productivity.

It never was.

It's about seeing people.

So I know they exist.

So I know they're working.

So I know I'm in charge.

That's culture.

As long as the badge swipes go up and to the right.

Who is feeling like this is a preferred workplace? What is leadership doing to make this a preferred workplace? It seems none of the employees from 3M are part of the future. The goal is to replace everyone with better employees and bring them in as Sr Director or VP and above. If you are not already that level, you never will be.

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!!!

How will the company look in two years, OT is still hiring lots all around the world at the moment

If the company was going to get smaller or fail then they wouldn't be hiring

Any layoffs coming up ?

Over the past two years, T‑Mobile employees have been operating in a near‑constant state of transition. Frequent reorganizations, unannounced job eliminations, and shifting priorities have created an environment where stability is the exception rather than the norm. This instability has eroded the sense of security employees once felt in their roles and has fundamentally changed how they experience their work.

Employees consistently hear that “our people are what make T‑Mobile special” and that this is a place to build a career, not just a job. Yet the company’s actions — particularly the elimination of high‑performing employees who were previously recognized as role models — directly contradict those messages. Individuals who were celebrated, mentored, and held up as examples of the company’s future have been let go without transparent communication or meaningful attempts at repositioning.

This disconnect between words and actions has created a deep cultural fracture.

The most recent layoffs intensified this sentiment. They were not clearly announced, leaving employees to piece together who was impacted and why. In the same conversations where employees were told how valued they are, they were also informed that more “duplication removal” and organizational changes are coming. The result is a workforce that feels misled, unprotected, and uncertain about its future.

The emotional impact is significant. Employees who once demonstrated extraordinary ownership and commitment — who would “do whatever it takes” — now question whether that level of dedication matters. When high performance is no longer a differentiator in job security, the spirit that once fueled T‑Mobile’s culture begins to fade. Instead of feeling like they are building a career, employees increasingly feel like they simply have a job.

This is not a matter of resistance to change. It is a matter of trust.
And trust, once lost, is difficult to rebuild.

If T‑Mobile is to preserve the culture that has long differentiated it, leadership must acknowledge the gap between messaging and lived experience, communicate with transparency, and demonstrate through action — not rhetoric — that employees truly are the company’s greatest asset.