#employeeengagement

Are they still sending people to Dallas pre-Plano campus?
Was the employee appreciate week cookie meant to soften the blow?

I am honestly asking on what the current employees (lucky ones!) think of the BNY AI "baby" - is it really useful in your daily job?
Is the agent doing all boring taks and you just supervise the agent as was imagined originally ;)?

Been here long enough to remember when people actually wanted to work here. When leadership led and careers meant something. That place is long gone.

The people at the top made choices that slowly ki-led the culture. Now we just endure instead of feeling part of anything.

New hires show up bright eyed every time but give it a few months and that look fades. That's how long it takes them to figure out how things really work. The rest of us by now know not to give extra. Company will forget you the second it's convenient.

Well I woke up feeling uncertain about the future but then I wrote “Verizon doesn’t care about me” on a post-it and i immediately felt better. I recommend it to my colleagues. I will look at that post-it every morning now

Is off cycle progression still possible?

If you've gotten the Fidelity email, VOTE. It is some of the little power we have to make our dissatisfaction known.

When was this 1975? Of course you did because there wasn’t the technology. Why would we go back to this?? Boomer

Watching the replay … Based on what I gathered from Alfonso, It is up to me which model I follow - Hybrid, In Office, WFH. “ think as adults, its a personal choice”

Here is the thread for today’s WF town hall. This is the place for employees to air their concerns and talk about the elephant in the room, real issues we as employees are facing and none of this amateurish soft ball questions nonsense!

It has been a year since the RTO policy and the divide it has created is hard to ignore. Those of us working remote or choosing offices closer to home often feel excluded from decisions, meetings, and the informal networks that keep work flowing. It is isolating and the pressure to play the game just to be seen is real.

Meanwhile, many in-office employees are not thriving either. Badging in, headphones on, fake smiles, people are disconnected, isolated, and going through the motions. There is no real connection and the culture has become draining, even toxic, taking a toll on mental and physical health.

The truth is clear. RTO has not solved productivity or engagement. It has highlighted a disconnect, a tension, and a struggle on both sides. Anyone else experiencing this? How are you navigating it?

Good article from "The Hill" on remote work, flexibility and why mandates just don't work.

https://thehill.com/opinion/technology/5775420-remote-first-productivity-growth/

"...Leaders sometimes argue that stricter in-office rules are needed to fix collaboration or innovation. The better path is to raise the bar on management, not badge swipes. The Institute for Corporate Productivity report describes organizations that use “magnet, not mandate” logic, pairing remote-first defaults with intentional gatherings, clear policies and outcome-based performance management. The combination produces high trust, defined norms and sustained results.

The risk profile for mandates is asymmetric. If they fail to lift performance, you absorb morale damage and replacement costs while sending a public signal that policy, not management, is your lever. If they “work,” the effect often comes from short-term pressure rather than durable operating improvements. .."

"...Executives face a choice. They can pursue badge-driven control that fails to raise performance and risks losing their best people, or they can treat flexibility as a strategy, design for trust and clarity, and measure what matters. The organizations that choose the latter are building stronger teams and better businesses. The smart move now is not to roll back flexibility — it is to raise the standard for how you lead..."

150 Years of History, 0 Years of Perspective

I’ve been trying to process the absolute disconnect of AT&T’s "celebration," but the more I think about it, the more insulted I feel.

Today, leadership stood up and proudly touted a $250 billion infrastructure investment. A quarter of a trillion dollars. It’s a staggering number meant to impress shareholders and the media. But for the people actually building, selling, and supporting that infrastructure? We got a sticker and a stale cookie.

The "Grand" Celebration Breakdown:

The Investment: $250,000,000,000 for the network.

The Employee Reward: A single cookie and a sticker (and only if you were lucky enough to be at a "core" location).

The Message: If you aren't a piece of hardware or a fiber line, you aren't worth the investment.

It is genuinely embarrassing to work for a company that talks a big game about "culture" and "people-first values" while treating a once-in-a-century milestone like an afterthought. 150 years is a massive achievement, yet there wasn't even an attempt at a commemorative item or a gesture that felt permanent. A cookie is gone in thirty seconds; a sticker belongs in a middle school classroom.

The Downhill Slide

We’ve watched the employee experience erode year after year. Milestone anniversaries: once a point of pride in this company, have been gutted. To see them brag about billions in spending while failing to provide even a basic token of appreciation to the global workforce is the ultimate "read the room" failure.

We aren't asking for a slice of the $250 billion. We’re asking for respect. We’re asking for a culture that actually acknowledges the human effort behind the numbers. Instead, we got a sugar crash and a piece of adhesive paper.

AT&T isn't a "family" or a "culture" at this point, it’s just a giant machine that forgot it’s powered by people.

I believe the vote NO is growing. As some locals have come out against this extension. Do you really think this agreement will get voted down? I see both sides arguments. Either way, make your voice heard.

Last year, there was a big push in EVDD to get our Voice+ surveys done early. They were aiming for 100% participation, almost making it feel like a fun competition between orgs. We all want our team to shine with the highest participation so many submitted early as requested

But looking back, it’s interesting to note that layoffs happened right before the survey deadline. It was obvious they wanted to gather all the positive feedback before they cut headcount. May 13 was the layoff date last year. I heard the Voice+ survey will open on April 14 this year. Not sure on the deadline though.

We have a new executive…he’s not just going to keep things as they are. He will want change. Are they tracking to do the same this year. Interested to hear if anyone heard anything.

The one advantage this company always had was flexibility. Even before COVID people weren’t chained to a desk five days a week. That trust made the job sustainable and made people willing to go the extra mile.

Now that flexibility is gone. And with it, the one thing that actually differentiated this place.

Instead of motivating people, a strict five-day RTO mandate has created the exact opposite effect. High performers stop going above and beyond, while mediocre performers can hide behind a badge swipe and eight hours of “presence.” When attendance becomes the metric, you get attendance.

At the same time, compensation here isn’t truly market based. Raises and bonuses are largely blanket treatments, so individual effort barely changes the outcome. When results aren’t meaningfully rewarded and flexibility is taken away, the incentive becomes obvious: do the minimum and check the box.

Meanwhile the industry has already moved on. WFH and hybrid are now the standard across tech, telecom, finance, and most corporate roles. Only a handful of companies are still trying to force strict five-day office mandates. Fighting that reality doesn’t make this place competitive. It just makes it an outlier.

Ignore the market and ignore your own employees long enough and the result is predictable: the best people leave, and the only ones left are the ones with fewer options.

Question for current DXC employees. Looking for honest perspectives from inside the company.

From the outside it often feels like DXC has been stuck in a long turnaround story. But what does it actually feel like to work there right now?

A few things I’m curious about:

How much do you hate or like working at the company?

What’s morale like inside your team?

Are your projects and client relationships growing, or mostly shrinking?

Do you feel like anything meaningful is actually changing at the company?

Are talented people on your team staying or are they leaving?

Is your manager engaged with your team or mostly invisible?

Do you feel leadership communicates clearly about what they are doing to grow the company or does it feel vague?

Are new projects focused on modern tech (cloud/AI) or mostly legacy systems?

How realistic are internal targets and deadlines?

Do teams feel stable or is there constant reorganization?

Do you feel the company invests in employee development or mostly focuses on cost cutting?

Would you recommend a friend to join DXC right now?

Really interested in real experiences from people inside the company...

As the title shows what are we as employees and contractors going to ask for? the sky should be the limit given the last one many thumbed up the nasty coffee in the west,

This isn’t to be negative or to drag Fidelity Abby or the company as a whole. As a younger employee I certainly didn’t get to enjoy the Ned times, by the time I joined the green line was fading away as the main marketing tactic. Nonetheless, Fidelity allowed me to transform my life from being homeless to being a successful young licensed entrepreneur. The skills I learned and the people I worked with provided value to me that is unlike any other. It was an honor to work in the branch during the growth phase and see the success of the new associates. There was change but the one thing that always stayed the same was that fidelity was home it was family it was great. We all talked up the company because we really believed in it. At some point over the last year, people have stopped singing the praises of the green machine. I watched what was once a great branch full of culture and teamwork turn into a place of fear. Sure some people work harder than others but none of us were slackers. The fear has caused everyone to keep to themselves and that is resulting in accusations that we do not want to contribute.

THE PEOPLE WHO WANT TO HELP CLIENTS ARE FIDELITY. As someone who talks to clients all day long, trust me when I say they want the old fidelity back and so do the employees!!!!!

Downvote for no.
Upvote for yes.

Let’s remind leadership who runs this company!

Once upon a time, the biggest concern was the lack of ‘good for you’ products in the portfolio. Today, the biggest concern is the lack of good leaders in the organization. How is each function holding up, is there any hope?

https://youtube.com/shorts/zidJDw00ZYo

That's that, anyone EXITED for the new merch.
Nobody really has anything better to do.

Pattern recognition exists.
Why have a random CSAW right before every 'reorg'?

I’m listening to the AI session and the BOAs and FAs are absolutely unhinged 😂 It’s honestly hilarious and kind of refreshing how funny everyone is. At one point someone asked, “Can Copilot tell people to mute their phones?” and I lost it.

(A message from the very tired Paul Revere of HR)

Greetings, Esteemed Anonymous Contributors,

We at BNY Mellon are delighted — truly delighted — to discover this vibrant digital community dedicated to spirited discussions about our organizational “evolutionary workforce optimization cycles” (a phrase we prefer over the less nuanced term layoffs).

While we typically communicate through carefully curated press releases and town halls where no one answers questions, today we bravely venture into the wild frontier of anonymous internet forums to “set the record straight.”

First, we want to assure you that we absolutely, unequivocally, categorically do not monitor this site. We would never assign interns to track sentiment, #hashtag labels categorize emotional volatility, or flag posts containing the words “reorg,” “offshoring,” or “my manager hasn’t made eye contact in three weeks.” Any suggestion that we do so is purely speculative and frankly flattering. We appreciate the vote of confidence in our operational capabilities.

Now, regarding the persistent rumors of layoffs:

We hear you.
We value you.
We appreciate your passion for rumor‑based fearmongering and forecasting.

But let us be clear: layoffs at BNY Mellon are not “layoffs.” They are strategic talent recalibrations designed to ensure we remain competitive in a rapidly evolving financial ecosystem. Think of it like pruning a tree — except the tree is you, and the pruning shears are held by someone who has never met you but has strong opinions about your cost‑to‑productivity ratio.

Some of you have expressed concern that these recalibrations seem to occur annually, quarterly, monthly or whenever the stock price declines a tick or the EC gets bored. We assure you this is not the case. Our workforce decisions are guided by a sophisticated algorithm that considers dozens of factors, including market conditions, operational efficiency, and whether your department head recently attended a conference about Eliza, AI investment and Build'26 automation. All neatly tied to your stretch 2026 Workday performance objectives which you are guaranteed not to meet.

We also want to address the perception that leadership communications lack transparency. This is simply not true. Our leaders are deeply committed to transparency, as demonstrated by their frequent use of phrases like “we’re on a journey,” “we’re transforming,” and “we’re excited about the future.” If you find these statements vague, that is because true transparency requires a certain level of abstraction. We cannot reveal everything — not because we don’t trust you, but because we don’t want to spoil the surprise ending.

Some users here have suggested that morale is low. We find this surprising, given our robust suite of employee engagement initiatives, including:

• Mandatory town halls and BK Live events with your favorite EC team
• Mandatory RTO days with no WFH or controlled WFA days
• Mandatory mindfulness webinars held during lunch
• Emails reminding you to take PTO while simultaneously increasing your workload
• Town halls where questions are pre‑screened to ensure no one accidentally asks something real
• Leadership videos filmed in front of abstract art to symbolize “innovation”
• Free donut Thursdays and of course our deliciously brewed coffee and Kool-Aid!

We believe these initiatives demonstrate our unwavering commitment to your well‑being.

We also want to dispel the myth that offshoring is replacing domestic roles. This is a misunderstanding. We are not replacing roles — we are globalizing opportunities. If your job responsibilities now reside in another hemisphere, consider it a testament to your influence. You have gone international and are now deemed export-worthy.

Finally, we’d like to address the recurring theme that BNY Mellon prioritizes profits over people. This is a mischaracterization. We value people immensely — especially the ones who help us achieve profits. Without profits, how could we continue investing in the technologies that allow us to reduce the number of people we need? It’s a beautiful, self‑sustaining cycle of innovation and involuntary career mobility.

In closing, we thank you for your continued engagement, even if it occurs on a social media platform we definitely do not read. Your feedback is invaluable, your dedication is inspiring, and your speculation is… spirited.

Please remember:

We are all in this together — though some of us are in it more temporarily than others.

Warmest corporate regards,
BNY Mellon (Hypothetically and Definitely not Legally)

i still can't comprehend the reality that there were people in a room deciding this is a necessary idea, are high level meetings just a bunch of sanitized robots? is there a culture of treating people lesser than? what has it achieved im still doing individual work plus teams meetings and not a single in person meeting

night and day difference in quality of life for the worse, just why?

Does anybody know when world appreciation week is being celebrated at Wells Fargo this year for the retail banks? Let me know so I can order my diabetes medication in advance. Cc Colleen

I am really worried about layoffs here - is anyone else worried that people are too focused on staying employed rather than doing good work? I am seeing a growing amount of toxicity (even more than usual), but maybe it's just my team.

It’s striking how the true heartbeat of many companies the frontline workers in blue-collar roles rarely voices complaints about lack of recognition. Yet those in office based positions often amplify their own grievances about feeling undervalued or disrespected. The irony is clear: genuine appreciation is seldom extended where it’s most earned, to the individuals whose hands-on labor keeps operations running.
If the company strips layers and non-essential overhead, the organization would likely continue to function, and often thrive thanks to the quiet, relentless efficiency of those boots on the ground employees. Their backbreaking, essential work persists without fanfare, without viral complaints on forums, and without demands for constant validation. In contrast, the productivity of many keyboard bound roles is far more replaceable than the tangible output delivered by those who actually build, maintain, and deliver the company’s core value.
True organizational resilience isn’t found in boardrooms or spreadsheets it’s forged in the field, by people who show up, do the hard work, and let results speak for themselves.

Creating this to discuss the circle jer… I mean town hall today

Commission upgrade for sales representatives and assistant managers. Thoughts?

Get back in the office for collaboration better results. Head of US business segment, ELT member that doesn’t apply to you. You can live in a different country.

I’m honestly having some regret about taking this job, especially after finding this forum. I wish I had come across these comments before accepting the offer, but here I am. Is it really as bad as people describe?

I started in January and my role is remote, but based on what I’m reading, it sounds like that could change at any time. I also don’t really feel like part of the team yet. I assumed it was just because I’m still new, but now I’m starting to wonder if this is just the culture here.

Is this how most people feel? Is everyone just quietly checked out?

I know it's early in the week, but has anyone found out what their AIP and merit is yet? Was hoping that manager would communicate today.

Just a reminder that with bonuses coming up, it’s a great time to donate to your favorite charities through the now sort of hidden and hard to find Community Possible Employee Center and force USB to 100% match up to $2,500 worth of charitable donations.

I figure it’s one way to make up for the pathetic or non-existent merit increases while donating to places that need it in these troubling times.

The recent influx of new hires in Spring, many of whom are early-career professionals, has required significant onboarding support—including mentorship, recognition, plus dedicated workspace and perks—to ensure productivity. In contrast, previous teams delivered results with agility, often relying on strong analytical skills and quick decision-making. It’s worth examining whether current strategies align with long-term business goals, especially given that recent growth may be tied to temporary demand spikes and uncertain future revenue. I had expected the company to maintain a more results-driven, resilient approach.

Great and about time for those that already are forced to go into the office but what about us already remote? Where is our Reward? Let me guess we keep our paychecks

Got email that they care so much about us and our employee feedback that they are having a book reading.

They just don't get it.

In the last Employee Survey, many of you emphasized how important it is to feel that AT&T truly cares about your health and wellbeing. We heard you—and we’re taking action.

....blah, blah, blah stuff about your work-life balance being a priority...

We’ll share a bit about our personal wellbeing journeys, preview what’s coming in the program, and introduce a book we’ll read together as an organization.