#retention

Quite possibly the worst run school division in America. Gutless leaders who have no concept of how to support the sanctity of the learning environment. Their policy is to literally sacrifice the all for one.

Teacher support and retention is negligible. To make matters worse, their compensation is about 10% lower than it’s surrounding school divisions.

Just look at all the openings on their website. Mess beyond belief. STAY AWAY!

They got love seeing the stock price lately. Probably ecstatic as it means millions less in retention bonuses that will need paid out.

That’s what I plan to do from now on. I’ll give back exactly what I’m given in return. They’ve shown us how little they think of us, so why should I bother giving it my all anymore? My best effort will be reserved for my next company, hopefully one that treats its employees better.

RTO is coming to an end. Productivity is down, morale is worse than ever, and people are leaving in waves for companies that offer flexibility. The younger workforce doesn’t want to live in traffic five days a week, and the veterans are burned out.

Every major study shows hybrid work drives better results, retention, and satisfaction. Forcing everyone back has done the opposite. Billions are being wasted on office space instead of innovation, debt reduction, or employee development.

RTO didn’t build culture or collaboration. It built resentment and distrust. The future of work is flexible, and every company that matters knows it. It’s time AT&T caught up.

I am hearing different views on this. While he has been given a retention bonus, word is that Dan is catching up to the fact that Sampath was the one who was supposed to turn Consumer group around and has not been able to do that. In fact he has misfired a few strategic moves. What do you all think. Sampath is gonna survive or……?!?!?

Client success teammates received an email from Shelley today confirming that return to office 5 days a week applies to us as well. You can understand how taken aback we were considering we only have 2 months to adjust to this new norm. Not sure how they think the entire department will fit in all of the hubs 5 days a week with the space constraints. The worst part is that TM’s hired during and after Covid that lived hours away were told if they lived 50 miles or more they would be fully remote while the rest of us returned to work. Those of us that have been with the company for years that are showing up week after week are making all the sacrifices. How is that fair? Here’s the kicker: when it was Suntrust prior to Covid, we were on a 3 day work week so hybrid was never new to us it was always the norm. Do they not realize that the only thing keeping us here was the work flexibility? With that out the door there is nothing keeping us from jumping ship and looking for something closer with more money. Teammates take a stand together. We need to learn to stick up for ourselves and collectively say “no!” They need us. They can’t fire us all.

If you have been LOYAL to Nokia for the past 15+ years, even without a salary increase for several years, and have stayed with the company because you enjoy the work and want to see Nokia be successful, than Nokia should also be LOYAL to it's employees as well, by keeping the experienced employees employed since telecommunication network product(s) knowledge can't be gained within a few years, but takes years, if not decades to master it (if that's even possible). Once that experienced person is laid off (replaced by a much less knowledgeable person), it will be difficult for the company to make quality products to deliver to it's customers. It may be able to meet the deadline to deliver the product to the customer, but the quality of the product will suffer due to the lack of experienced knowledge. Hence, loss in Billions of dollars in revenue as we have seen in the past with loss of AT&T and Verizon. Will Nokia continue to make the same mistakes by putting quality last (by laying off the older experienced employees)?

….reposting a thread that was deleted for no reason…..

Shell is trying to reduce OpEx by reducing number of engineers in North America (USA and Canada) and offshoring the jobs to cheaper countries like India.

But is it really working? I see TAO folks come here, work for some time in North America, and then go back to India and quit. They go to a competing company at a higher salary.

How does that make sense from cost reduction perspective? And how will all the technical knowledge be retained??

He thanks everyone for an incredible year and all the hard work.

He also says not everyone will receive their full, earned bonus. Some will; others will receive less.

Let me put this plainly, Mr Chief Executive: if employees receive anything under 100% of their earned bonuses, we will lose critical talent with irreplaceable institutional knowledge—losses compounded by past redundancies. They’ll vote with their feet.

Others may stay on, but if they’re paid only 60% of their bonus, expect about 60% effort going forward. Think very carefully about the next move, PD. Can Avaya really afford to lose more legacy talent? Won’t that hobble the plans you and the Board have—plans that reward specific leaders with bonuses tied to a single target?

Think. Very. Carefully.

BNYM has been saying they ‘need’ to layoff employees to cut costs for several Years now. How is this still a valid/acceptable statement???
I’d LOVE to see the financial records supporting BNYMs stance to continuously layoff employees, yet have thousand of open Career Opportunities available. It is costly to hire new employees, and layoffs create a fear based environment. Why isn’t BNYM committed to Develop and Retain employees???

What steps can the new CEO take to stop losing subscribers? What can be done to reverse something that's been going on for a while?

We have several talented leaders considering leaving Canon. I personally know some of them. If any one of these members decides to go, the impact on Canon will be significant. You will not only lose these leaders, but the loyal people who report to them. Be careful, these leaders drive revenue!

An Open Letter to Executives Forcing Return-to-Office

I was hired under the clear promise of being a full-time telecommuter. I delivered as a high performer, year after year, proving remote work was not a compromise but a strength. I built my life — my routines, my family commitments, my finances — around that agreement. And with little warning, you’ve torn it away. Now I’ll sit in an office four days a week, alone, while my team remains remote.

This isn’t “culture.” It’s disregard. It tells me the company’s word means nothing, and that the lives employees built in trust don’t matter when weighed against optics or unused real estate. You’ve broken promises, disrupted families, and drained morale — not because performance demanded it, but because control did.

Ask yourself this: if someone told you tomorrow that your life no longer mattered in the equation — that your commitments, your children, your health, your stability were irrelevant — how would you feel? That is what you’ve told us. That is the message every employee hears in your decision.

The truth is, most of us don’t fully empathize until we are the ones enduring the upheaval. But leadership without empathy is not leadership at all — it’s cruelty dressed up as policy. How do you, as human beings, reconcile dismantling the lives of people who trusted you? How do you justify it when you lay your head on the pillow at night?

You may think workers will comply quietly. But the truth is clear: the best people are leaving — not because they can’t adapt, but because they refuse to be treated as expendable. And when they’re gone, you won’t just have weakened a company — you’ll have to live with the fact that you were the one who broke the trust, dismantled lives, and chose control over humanity. That’s not a business failure. That’s a moral one.

https://www.cnbc.com/2025/10/07/on-precipice-of-incredibly-contracting-workforce-says-jobs-expert.html

Look around, it’s already happening here. They’re trying to force out the 55+ crowd, but instead the under 30 crowd is leaving in droves for companies that actually offer flexibility and trust. Five-day RTO isn’t appealing, it’s a deal breaker.

RTO isn’t saving culture, it’s driving young people out. If AT&T wants to stop the bleeding of “new talent”, it needs to end RTO and start listening before there’s no one left to listen to.

Alright, enough is enough. We’ve been doing 5 day RTO for almost a year now, and things have never been worse. Morale is shot, people are exhausted, and everyone’s sick of wasting time and money commuting just to sit on Teams calls all day.

The under 30 crowd is leaving in droves for companies offering hybrid or remote work because they actually value flexibility and trust. Meanwhile, AT&T is ranked dead last among the major telecom players, and the stock keeps sliding.

Maybe it’s time leadership admits the obvious: this isn’t working!! If the goal was to improve culture, performance, or retention, 5-day RTO has done the opposite. Time to stop doubling down on failure and try something new. If the goal is headcount reduction just have a standard layoff instead of pi----g off anyone willing to stick around. You’re nearing the point of no return.

It’s been two years since AT&T blindly followed Amazon into the RTO disaster. And for what? Nothing’s improved… morale, productivity, retention, all worse than before. The only thing that’s gone up is burnout.

Since then, almost no one else has moved to 5x RTO. The vast majority of major companies are still hybrid because they see the damage this kind of policy does to reputation, to employee engagement, and to the bottom line.

And to the guy claiming “5-day RTO is becoming the industry standard” - no, it’s not. It’s been two years, and nobody’s joining this sinking ship. No other major company in the industry does more than 3 days. You’d have to be completely delusional to believe otherwise. Or maybe you just think we’re a tech company. LOL.

Want to Keep Your Best Employees? Workplace Culture Matters

Yes, compensation is important, according to research. But ignore employee engagement at your peril.
By Rick Wartzman and Kelly Ta-g
Oct. 7, 2025 1:00 pm ET

We’ve been losing competent and skilled employees for a long time now. Not just those in critical roles, but experienced, reliable people across the board. What’s the plan here?

Don’t even think about putting in for a promotion for your staff members because of the “economic climate”. WHY are Canon’s executive leaders not investing in our people??? We seem to have $$$$ to spend (see: SPHERE). Talented, hardworking people are resigning daily (or just “quiet quitting”…). Our TOP talent is leaving- fast & furious! Yes, there are some people leaving who have been dead weights anyway, and for them, good riddance - but not everyone. Either way, when your employees are the walking brand of your company, you NEED to make sure you treat them well, so they can spread positive word about the company. For example…Look at this layoff site. It’s supposed to be a site to talk about layoffs. And this page never existed for Canon until the major layoffs last year. BUT the conversations continue here to this day, even when the company is not actively laying people off - because of the way our people are being treated … so they come here to vent because no one else listens or does anything to address their concerns. Pretty simple really. The negative PR is not helping with sales.

Is this true for Phillips 66, 75% of the company’s are having problems keeping collage graduate's? I have a friend that wants to retire but he was asked to stay to get a person trained. For now every new person that came in has quit after one month.

Analyst program bonuses are a joke😂 are they serious? How do you expect us to want to stay here when you’re giving us a bonus like this? Slap in the face. Don’t expect us to last long

...it would be if some competitor comes to sn---h folks away from Imperial before they've had a chance to transition the work.

In regards to return to office, if TIAA truly valued their employees, they would be willing to work with them to come up with solutions for remote/flex/return to office profiles rather than sticking everyone in the same box and saying one way works for everyone. About 25 years ago Google pretty much invented the unique office model with free snacks, flex work spaces like pods with bean bag chairs, phone booths, and foosball and billiard tables and for some reason TIAA thinks this is some cool unique idea that will draw people back to the office. As usual, TIAA is about 30 years behind the rest of the world and they will continue to bleed good talent as a result

How hard is it to figure out that if you keep rewarding the wrong behaviors, you’ll drive away the very people keeping the lights on? The incompetence is staggering. It’s like watching someone intentionally burn their own house down and then complain it’s cold.

Considering WFH is more productive , attracts better talent, retains the last vestiges of existing talent, and considering commercial building costs makes RTO un-competitive .... does any of this make sense?

I know this is likely a moot point considering how we in the US are viewed but is it true that the highest pay jump you can receive only 15%. So if you jump from say G to I or H to J you can only receive a 15% raise? How does the firm retain talent if that’s the case? Seems like anyone jumping to VP level would be severely under paid vs external hires

When we were told that they were cutting out some of our PTO,VTO, 401K and holidays to allign to the industry standard, I asked myself why are we not LEADING the industry standard. That is how quality staff is retained and businesses grow.

Rumor that we are losing people we don’t want to lose and company will be forced to offer incentives to keep needed talent.

Dell has 800k employees current and past that would never return to work for dell. Tootsie roll has never laid off its family and it workers don’t leave

With the never ending WFR,low moral,ever increasing sales quota,low pay by industry standard,full return to office,ever increasing KPI's,0 career progression,0 industry standard training,ever changing end goals and zero motivation from all involved.Has Dell completley lost any ability to attract or keep real talent going forward?
Seems to me like they have focused on the short term for far too long and this will be the downfall of the company.

I really dislike the tone of the RTO discussion in the AM Town Hall this morning.

Doesn't Nielsen management know that Nielsen will lose high-performing employees to companies that allow working from home? I think it is already happening.

Commuting every day is such a waste of time for many tech workers, and working from home is a perk a company can offer that boosts worker's quality of life and costs the company less than nothing.

I know I will probably leave if RTO comes to my location.

Thats all the state yet all i see is hood , knowledgeable people being let go and the clueless ones kept. What in the actual f-k is this placing thinking and how do they think this is the smart way to do business. Lets run the company into the ground while we make millions looking down on people

Will remaining employees get any financial incentive to pick up all of these work from the employees leaving with VSP? Our area has been hit very hard, we were already understaffed and overworked. Now what? Are remaining employees feeling optimistic? Or will remaining employees begin to leave for greener pastures?

take a closer look at the culture within the office.... The environment described feels isolating and unwelcoming and that discourages collaboration comms and long term emp retention... If employees are too overworked to engage with one another the company risks building silos where mistakes are more likely to grow until they become costly. investing in small changes like encouraging greetings providing planned break times and creating inclusive chances for people to connect can make the workplace MUCH healthier and MUCH more productive...

u gotta start reevaluating how opportunities are shared in OKC. if candidates believe roles are reserved for insiders the company loses out on fresh talent and new perspectives... When employees sense favoritism it ki-ls trust + morale. You should work to promote transparency in hiring and proms while also building mentorship programs that let inexperienced employees learn without being punished for honest mistakes!!!

My team. When I joined four years ago, I landed in the best team I’ve ever worked with in my entire career. Not only was there zero toxicity, which is rare enough, but people genuinely had each other’s backs. We weathered countless crises and pressures simply because we stuck together. It’s been a truly unique experience, and I wish we could stay intact as a team, though I know that’s unlikely now. Whatever happens, I wish us all luck. And I hope we can keep it together mentally before this whole thing is behind us.

Mid 40 s in age now and looking at next roles. Nothing of interest left. We no longer work on anything cutting edge. Expat roles no longer properly compensated. I can’t believe how far the company has fallen. There is nothing interesting left for roles. Time to leave #EXXODUS

Let’s stop pretending; our talents are leaving not because they don’t love，they are leaving because they are not loved. If we don’t fix our mindset, we will be exporting our brightest - absolutely free of charge…

The company no longer values longevity or tenure. A couple times a year, they cut budget which means take chunks out of operating costs by chopping tenured people. Use them for a couple years and then move on...