#retaliation

Has anyone VP or above refused to give the ridiculous 30 days notice and leave in 2 or “effective immediately.” I’m strongly considering giving 2 middle fingers to these id--ts and just turning my equipment in. Curious as to what the firm can actually do to retaliate other than maybe put on the do not rehire list.

Just saw Community Day in the news. Sure don’t miss that multi-hour, small-talk, forced-smile misery. Events like Community Day used to be the norm when Humana was truly part of the community and not wallowing in a culture of fear and retaliation. Glad I no longer have to deal with being volun-told to brand up for the public rah-rah. And I know I’m not alone.

Being able approved to work remotely makes you a target for the mo--n leadership here. I’ve seen many cases of former colleagues over the years who got laid off after being medically accommodated. Now I’m paranoid because my workload got increased substantially and unusually and if I don’t get them completed, they claim it as my performance issue

Was under AB’s org (EACX) and I got evaluated as one of top performers for years. I took on extra responsibilities when other folks left and this is how I got treated this year.

News report:
https://www.carolinajournal.com/4th-circuit-cuts-fired-wells-fargo-execs-award-from-22m-to-18m/

Actual decision:
https://storage.courtlistener.com/pdf/2026/08/21/christopher_billesdon_v._wells_fargo_securities_llc.pdf

Laying a disabled person off after they ask for an accommodation is unlawful.

Wells Fargo seems to hate disabled people who ask for an accommodation.

https://wbt.com/1649453/4th-circuit-cuts-fired-wells-fargo-execs-award-from-22m-to-18m/

In January 2026, after I raised concerns about two years of workplace abuse and discrimination, three leaders retaliated against me by falsifying the record and signing a written warning built on a fabricated narrative.

For two years, I repeatedly asked for one thing: to no longer report to the person whose conduct I had reported. They said no every time.

Then, after I raised the issue again, I was disciplined. My bonus was taken away. My career mobility was frozen. And a written warning was placed in my personnel file to justify whatever comes next.

I kept the underlying record. It speaks for itself. A leadership title does not make evidence disappear.

Laid off yesterday after 15 years in retaliation for not wanting to take on even more work after basically taking on the work of three other people with no consideration for my capacity at all. It was definitely retaliation though I can't prove it. It su-ks that senior executives promote the global culture especially providing psychological safety but it doesn't actually exist and in fact toxic environments thrive. Don't know what my next steps are but there's freedom in not being stressed out about being behind in everything because you're overwhelmed with an ever-growing list of responsibilities and a leadership that doesn't care. Hopefully another division will scoop me. Nowhere to go but up from here

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.

https://www.youtube.com/watch?v=jdraSfJCn8Y

CHARLOTTE, N.C. — A former Wells Fargo executive is suing the company, alleging discrimination.

Robert Propst, who served as a senior vice president at Wells Fargo, filed the federal lawsuit in Charlotte. Propst alleges company leaders marginalized him due to his vision impairment and because the majority of the employees who worked under him were Black.
The lawsuit claims the treatment of Propst and his team "changed dramatically" after a 2022 reorganization. Propst says his supervisor refused to meet with his team despite visiting Charlotte regularly and often questioned the value of their work. Propst contends his efforts to address the concerns were met with retaliation rather than support.

Propst claims his supervisor repeatedly pressured him to abandon his approved remote-work accommodation and return to the office. He says the supervisor scrutinized his attendance through badge-tracking reports even though he was exempt due to his remote status.

Propst, who worked for Wells Fargo and its predecessor companies for over 30 years, says his supervisor repeatedly made comments about his age, claiming the remarks were part of a broader effort to force him into an early retirement.
The lawsuit seeks more than $1 million in damages.

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.

Nike employees below management already know how the system works. The people closest to the work carry the deadlines, solve the problems, document the processes, train the teams, and rescue failing projects. Management controls the narrative. When the work succeeds, leadership takes the visibility. When it fails, an individual contributor takes the blame.

Employees are told to be bold, challenge convention, speak candidly, and bring their full selves to work. But the real rules are very different. Do not challenge the wrong manager. Do not expose incompetence. Do not question favoritism. Do not document too much. Do not become inconvenient. And do not expect HR to protect you from leadership.

At LBJ Innovation, politics can matter more than performance. Personal relationships can matter more than expertise. Loyalty to management can matter more than loyalty to the work. Employees quickly learn that speaking up is only encouraged when what they say is safe, flattering, and easy to ignore. Raise a serious concern and suddenly the conversation becomes about your tone. Document a pattern and you become difficult. Ask for accountability and you become the problem.

The same company that publicly celebrates inclusion can become remarkably efficient at protecting itself when employees raise concerns about discrimination, retaliation, disability, or unequal treatment. That is how fear becomes culture. It does not require everyone to agree. It only requires enough people to understand the consequences of speaking honestly.

Employees watch underperforming managers survive while strong contributors disappear. They watch favoritism get reframed as trust, political loyalty get rewarded as leadership, and self-preservation get dressed up as business judgment. They watch the people doing the actual work treated as replaceable while those managing appearances protect their titles, reputations, and stock awards.

Most employees see it. Few feel safe enough to say it. That silence is not proof that the culture is healthy. It is proof that the consequences are understood.

Nike does not have a shortage of talent. It has a leadership accountability problem. Innovation cannot thrive where employees are afraid to speak. Inclusion cannot exist where vulnerable employees are treated as liabilities. Accountability cannot exist where managers control the story and workers absorb the consequences.

Culture is not what appears in a town hall, an employee survey, or a presentation about values. Culture is what happens when someone tells the truth and leadership decides what to do with them.

The people doing the work already know what the culture is.

They live it every day.

Anyone else experience this?

https://www.hcamag.com/us/specialization/employment-law/employee-sues-us-bank-for-firing-her-months-after-hr-complaint/567107

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.

An email was sent out last night that went to a lot of B2B

Managers are to target reps who “lean” on them to much. This is a grossly obvious tactic to weed out people who ask for help a lot.

We also find it odd that the manager that sent it out is never around. Some employees don’t even know who he is but yet he is their AD

Must be nice to have a job where you don’t have to talk to your reps but want them targeted for asking for help

What can those of us do that are feeling like we are being retaliated against for taking the VSP route. I do care about my job and I want to leave on good terms.

Appreciate the effort to send out surveys to show how difficult this place is to get anything done, but history has shown that people here who complain about the insanity are considered “bad attitude “ and given the axe in the next round of layoffs.

Beware the new CHRO Samantha H
My hubby works for Verizon n says she smiles big n projects positivity n then will turn around and RIF hundreds of y’all
If you have a chance, bask her how many people she layed off at Verizon
She and her people are notorious for retaliating against employees too so be careful

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,

Don”t speak up unless you do it anonymously. Keep records of everything and document! dated, times etc. Then if nothing changes OR you start to be treated different because your leader knows you are the one that filed the complaint then file a claim of retaliation through EEOC. If this has already happened to you file the claim NOW! Even if you are still employed. Nike has to address the EEOC and we can’t keep staying silent while we work for this company that allows discrimination and retaliation. The EEOC will starts to see the trend. Do it NOW! We deserve to feel safe when we come to work and HR and Legal don’t have our back and it’s toxic! Don’t make this toxic culture the norm. Remember that we spend more time at work than we do with our family. It’s taking a toll! Maybe after we expose how toxic it is then Nike can actually recover. Right now we are in fight or flight mode and nothing productive happens in that headspace.

I see some notes here saying hot line is not HR. A few years ago, I called the company hotline to report an unethical practice. I left a message, and the next morning someone called me back saying they were from Exxon HR. They told me they needed evidence related to the incident. I explained that I used the hotline because I thought it was anonymous and I didn’t want retaliation. Of course, they had my phone number and could match it to my profile easily. A few weeks later, our department head pulled me aside and said, “Focus on your work, I’ll take care of the incident you raised concerns about.” Neither HR nor I followed up after that.

Former Xbox employees warn of potential for retaliation in rumored impending layoffs

Ahead of rumored layoffs at Microsoft-owned Xbox, former employees are warning of potential for retaliation.
They base this claim on their own experiences being ousted by the company under potentially retaliatory circumstances.
They urge current employees to document their experiences at the company and contact their HR partners.

https://www.gamedeveloper.com/business/former-xbox-employees-warn-of-potential-for-retaliation-in-rumored-impending-layoffs

Apple closed its first unionized US retail store. This store was located in Towson, Maryland. More than half of its 70 unionized employees face layoffs. The union alleges company retaliation, which Apple denies. Apple cited declining mall conditions as the reason for closure.

Towson, Maryland

https://www.peoplematters.in/news/strategic-hr/more-than-half-of-workers-face-layoffs-as-apple-closes-first-unionised-us-store-50514

With all the doubt around the campus I sent my resume for a role. Turns out the role, through an agency, is with my team and the agent sent my resume to my manager. She wants to meet me Monday, can I be fired for looking for other work in this time of uncertainty?

Today, I’m sharing a deeply personal experience because mental health in the workplace deserves more attention, understanding, and protection.
Over the past year, I have struggled with severe depression, anxiety, and panic attacks while navigating a difficult employment situation. The stress became so overwhelming that it ultimately resulted in a psychiatric hospitalization and ongoing medical treatment.
What has been most troubling is not simply the impact of mental illness itself, but what I believe was a lack of compassion and support while I was seeking help. During a time when I needed understanding, I felt isolated, scrutinized, and uncertain about my future.
For more than three months, I have lived in limbo while dealing with documented mental health conditions, significant medical issues, and concerns about my employment status. As someone who sought protection through FMLA and raised concerns through internal reporting channels, I expected the safeguards afforded to employees experiencing serious health challenges to be respected.
Instead, my experience has left me questioning whether employees with mental health conditions receive the same level of protection and dignity as those with visible illnesses.
Mental illness is an illness.
Depression is an illness.
Anxiety is an illness.
Panic disorders are illnesses.
No employee should fear retaliation, career damage, or loss of livelihood because they sought medical treatment or exercised their rights under laws designed to protect workers during times of crisis.
I have filed complaints with the appropriate agencies and am pursuing legal remedies regarding what I believe were violations of my rights, including concerns related to FMLA protections, disability accommodations, and retaliation. I will allow those processes to determine the facts.
My purpose in sharing this is not to focus on one employer or one situation. It is to advocate for employees who are silently struggling with mental illness and serious medical conditions while trying to maintain their careers.
If sharing my story helps even one person realize they are not alone, then it is worth it.
Mental health matters. Workplace dignity matters. And employees who seek help should never be punished for doing so.

Citi and Jane will do anything to get the CO removed

https://www.investmentnews.com/regulation-legal-compliance/ex-citi-executive-sues-bank-citing-trump-account-concerns-and-retaliation/267056

Was just recently alerted to a former coworker who posted to LinkedIn about being let go.
This wasn't the normal LinkedIn post just letting people know about the employment change.

This coworker was fired for asking an "Unprofessional" question about why "employee comp hasn't been keeping up with inflation while our CEO's comp has increased 300% during the same time"

I missed this but give this guy props. I've wanted to do the same on so many calls over the years.

Can't even ask comp unless it's private now. Nothing can be talked about in the open with coworkers.

Crazy to know that leadership doesn't include themselves when tightening CDW's belt to weather the storm....they'd rather just throw people beneath them off the ship to stay afloat.

This coworker sounds like they got walked off the plank for mutiny.

Got termed despite 3+ years of good performance, two promotions over the years.  In an effort to "be transparent" I openly shared my concerns with the strategic direction of the company and decision making by senior leadership.  Yes I also shared that i was looking for new employment as many of you are I am sure with Blackbaud's tanking stock price. My termination was how they responded.

If any lesson is learned from this it's "DON'T be transparent" because this is where it gets you. And also, BB has eyes and are actively searching for people expressing any sort of dissatisfaction with Blackbaud. I will hopefully have a new job lined up soon but wanted to share this information as they offered a pitiful "two weeks" severance in lieu of my silence.  
But don't worry AI will fix everything. Company is a sinking ship and would advise folks to get out while they can.

Anyone else tired of it all? Anyone else devote 10+ years to this company, only to be used like toilet paper and door mat? Anyone else tired of the targeting, retaliation, extra work load, cut in pay, loss of benefits? Maybe we should join up and take our fair share back..

Seems suspicious/retaliatory to me since there don’t seem to be any other roles being recalled this week?

As many know bp rolled pips out again last year as a more underhanded way to get rid of employees vs doing restructuring every year. 😂

Unfortunately as many employees feared, there is now mounting multi-employee evidence building that PIPS are being used purely to retaliate for protected whistleblower and medical leave activity.

We have become aware of multiple employees facing the exact same treatment after reporting compliance concerns or taking protected leave.

This is not only highly unethical this is illegal.

A class action lawsuit is forming and we are looking for additional current or prior employees who may want their case to be included.

I was actively looking for a new job, both within and outside of Verizon. My direct manager knew I was searching and even gave me permission to use him as a reference. After a few months of applying and hearing nothing back, I assumed it was just the job market.

Then, after about four months, I finally landed a position where I could actually use my degree, which had me genuinely excited. When I told my manager at Verizon, he seemed noticeably unhappy. At the time, I figured he was just coming to terms with me leaving.

About a month into the new role, my new manager told me I was nothing like the way my former manager at Verizon had described me.

“This n***a work hard but he ya typical white boy from the south”.

I’m from Brooklyn, the furthest south I’ve gone is Jersey, not counting Disney World, and I’m Puerto Rican. My old manager was sabotaging me the whole time.

Working at Verizon was an overall great experience, and it’s something I genuinely miss. That said, the company really needs to take a harder look at the people they place in management positions. The work environment itself was strong, but poor leadership can completely undermine that if the wrong people are put in charge.

Rules for thee, not for me….. seems to be the mindset around this place. But I guess when trying to get the union to decert, everything is fair game on the company side. Had a tech get fired for not telling the truth, because it violated the company’s core values. But yet local managers that were the driving force behind the decert effort, have gotten away with bashing peoples religious beliefs, calling out employees family values because they supported the union, and even threatened physical violence towards employees. And yet HR complaints have disappeared, HR gets involved and then looks the other way or just don’t care. Get one tech not tell the 100% truth and Hr on top of it within a day or two and fired within a week. Manager does all this, and months of crickets from HR. BC is such an outstanding example of rules for thee, not for me. But then again, that’s what JS preaches to his managers. And they wonder why people hate this place

You don't have to share personal details that would compromise your identity but after being placed on one myself, and deciding to quit soon after; I always felt it was unwarranted, unexpected, and retaliatory (but not enough to form a fuss over it and pursue any type of action after I left). After dedicating so much time (including lots of overtime and weekends; and going above and beyond with above average annual reviews), I always felt it was never about performance but something else but hard to prove. Hence why PIPs are always the tool for companies to use to get rid of someone.

Anyone else care to share if you feel comfy?

I raised some concerns about my work environment and a toxic leader who isn't even my direct manager. Now I'm noticing that my tasks are being scrutinized more closely, and I'm worried that they might be building a case to put me on a performance improvement plan. How can I tell if that's what's happening?

Is there a website where i can do anonymous ethics violations complaint? Or we can only do it through a phone? I don't want to disclose my identity as that might have repercussions.

Contact a Union: Reach out to an established union or organizers like the Emergency Workplace
Organizing Committee (EWOC) for assistance and legal guidance.
• Sign Authorization Cards: Gather signatures on authorization cards from at least 30% of the employees to show support, though 50% or more is recommended
• Seek Recognition: Ask your employer to voluntarily recognize the union, or file for an election with the NLRB if they refuse.
• National Labor Rel... +4
Legal Protections & Rights
• Federal & State Law: Workers in the private sector are protected by the National Labor Relations Act (NLRA).
• Illinois Workers' Rights Amendment: This state amendment guarantees the right to organize and bargain collectively, protecting workers from certain types of employer retaliation.
• Protected Activities: You have the right to discuss unionization with coworkers during non-work

Or-l arguments were finally heard in district 4 (Charlotte) regarding Wells Fargo's appeal of the Billesdon case. Here is the audio file - https://www.ca4.uscourts.gov/OAarchive/mp3/25-1495-20260505.mp3

Its about 1 hour long and well worth listening to.

The 3 judge panel seemed perplexed why they would let go someone who brought into the bank over 60M in revenue, and the timing of his addition to layoff list was very suspect.

If you are unfamiliar with the case, here is the $22,000,000 jury decision handed down in Charlotte NC against Wells Fargo in 2025: https://law.justia.com/cases/federal/district-courts/north-carolina/ncwdce/3:2023cv00160/111371/78/
and
https://www.pacermonitor.com/public/case/57946975/Christopher_Billesdon_v_Wells_Fargo_Securities,_LLC

Its the same pattern -a disabled Wells Fargo employee, needed wfh accommodation, bank said no, then fired him for asking.

If you fit the same pattern, know that you have a very limited timeline to file a charge against the company - seek legal counsel asap

Interesting way of accusing someone and acting like they got the correct dates and stating I tampered with a clients account? They don’t even have any evidence but yet the whistle blowing manager and operations managers have been in HR investigation for harassment complaint. So, I am assuming it’s retaliation? Which would fall under unlawful termination with their accusations. Thats extra 150k or more in my pockets when it’s taken to court.

With all the Risk folks getting downsized, I was wondering if anyone has experience on retaliation claims. The conduct risk person said they review claims but only a small amount are deemed true retaliation. Funny how the training we take outlines examples of retaliation but those are not retaliation when Conduct Risk investigates.

Dodging responsibility yet again like that case in the Charlotte observer.

Charlie and Bei should be ashamed of themselves. WF is Not a top 5 company for employees…

Anyone know the real numbers? I fear these numbers are artificially LOW…