#hr

Sent an email to them yesterday afternoon with zero response yet aside from the auto generated one. Is this everyone else’s experience?

I am a first time visitor and I read all of the posts. The one I liked the most was the report card. I wanted to write one and see what y’all think and how things have gotten better or worse.

National sales/ This one is my team so I would rate an A but our marketing toolbox is horrible and we didn’t hit every target so B.

Local sales/ this one is the same as above. I have lots of friends there so I know.

Marketing/ this one is horrible. F-

Safety- I don’t know that much about these gentlemen so B. I haven’t heard great things and haven’t heard bad things.

Legal: I don’t know much about them either but because they shut their eyes to everything I read below that they coulda shoulda stopped, I will give them a D

Crisis business team/ these gentlemen get an A++ . They send us informational teports that I give my customers and they love it and they figure out how to get them out orders no matter what is going on out there. They also called me once when there was a g-n fight near me to make sure I was safe. If these gentlemen are part of the safety org, then A plus for them. Bless all y’all for what you do.

HR- I have friends here too and I would have given them a B but the cheating to bring the wrong people to our company and that atrocious hire gives them a D. They shoulda known better.

Security/ they have to change this yesterday. How could y’all think the gentleman was the right hire. Y’all are exposing us to danger.

IT: these gentleman get a D. Their apps and tools are easy to use but they go down all of the time.

Payroll- they have a new way to pay us for our wins and never had any problems with them. B

Out drivers: they rock it. They make it happen. A+

Executives / C

Did I forget anyone?

https://www.msn.com/en-us/money/other/10-red-flags-of-a-toxic-boss-and-tips-for-working-with-one/

Is Your Boss Really Toxic or Just Difficult?

Your boss may be toxic if their behavior is repeated, harmful, and makes it harder for you to do your job or feel safe at work. Not every frustrating manager is toxic, and recognizing the difference can help you respond more effectively. A difficult boss may be frustrating to work with or demanding, but they’re usually still fair and focused on work outcomes.

Following are some notable differences between a difficult and a toxic boss.

A difficult boss may…

Give blunt or unclear feedback
Set high expectations
Be disorganized or hard to read
Struggle with communication
Have occasional bad days
Push for results
A toxic boss may…

Belittle, insult, or intimidate employees
Create unrealistic expectations and punish people for missing them
Create confusion, fear, or constant stress
Withhold information, shift blame, or manipulate situations
Show a repeated pattern of harmful behavior
Take credit, play favorites, retaliate, or ignore boundaries
In many cases, it comes down to how often the behavior happens and how much it affects you.

If the behavior is occasional or tied to poor communication, it may be manageable. If it’s ongoing, manipulative, targeted, or emotionally draining, you may be dealing with something more toxic. Many employees second-guess themselves in toxic environments, especially when behaviors are subtle or inconsistent.

10 Signs of a Toxic Boss

The clearest signs of a toxic boss usually appear as repeated patterns rather than isolated incidents. One bad meeting or tense conversation doesn’t always mean your boss is toxic, but ongoing behaviors that create stress, confusion, or unfairness are toxic boss traits worth paying attention to.

1. They Blame Others Instead of Taking Accountability
   When something goes wrong, a toxic boss often looks for someone to blame instead of asking what happened or how to fix it. This can happen even when they gave unclear instructions, changed priorities, or failed to share important details.

For example, your boss might approve a project direction, then criticize you later when leadership pushes back. You might hear, “You should’ve known that wasn’t what I meant,” or “I don’t have time to hold your hand through this,” even though they never clarified expectations.

1. They Take Credit for Your Work
   Some toxic bosses praise your ideas in private but present them as their own in meetings, reports, or conversations with senior leaders. Over time, this can make it harder for you to gain visibility, build credibility, or show the full impact of your work.

For example, you may develop a new process, solve a major client issue, or create a successful campaign, only to watch your boss say, “I came up with a new approach,” without mentioning your role.

1. They Belittle or Intimidate Employees
   Public criticism, sarcasm, threats, and condescending comments are common signs of toxic leadership. These behaviors may be framed as “tough love” or “high standards,” but they often leave employees feeling embarrassed, anxious, or unsure of themselves.

For example, you might hear comments like, “I don’t know why this is so hard for you,” “Maybe this role is too much,” or “Everyone else seems to understand this.”

1. They Change Expectations Without Warning
   Changing priorities is normal at work, but constantly moving the goalposts can make it feel impossible to succeed. A toxic boss may ask for one thing, shift direction without warning, and then fault you for not meeting the new expectation.

For example, your boss may ask for a quick draft by Friday, then criticize it for not being polished enough. Or, they may say a task is low-priority, then act frustrated when it’s not completed first.

1. They Ignore Reasonable Boundaries
   A toxic boss may expect constant availability outside normal working hours, during time off, or when your workload is already full. Instead of respecting boundaries as part of sustainable work, they may treat them as a lack of commitment.

For example, they might send messages at night and follow up first thing in the morning with, “Did you see my note?” or say, “I know you’re on PTO, but this will only take a minute.”

1. They Play Favorites
   Favoritism can show up through better assignments, more flexibility, more praise, or fewer consequences for certain employees. A toxic boss may create an inner circle while leaving others with less visibility, fewer opportunities, or harsher treatment.

For example, one employee may repeatedly miss deadlines without any clear accountability, while you’re criticized for minor issues. Or, your boss may consistently give stretch projects to the same people while telling others they “aren’t ready,” without explaining how to grow into those opportunities.

1. They Retaliate When Employees Speak Up
   Toxic leadership can also show up after employees ask questions, raise concerns, or give honest feedback. Retaliation isn’t always obvious. It may look like colder communication, sudden criticism, fewer responsibilities, exclusion from meetings, or negative performance comments.

For example, if you ask for clearer priorities and your boss responds by saying you’re “not being a team player,” that’s a warning sign.

1. They Micromanage Everything
   Micromanagement becomes toxic when your boss monitors every detail, second-guesses your work, or makes you feel like you can’t be trusted to do your job. Instead of offering guidance, they create bottlenecks and constant pressure.

For example, they may ask for updates multiple times a day, frequently rewrite your work without explanation or input, or require approval before you take even small next steps to complete a task.

1. They Create Confusion and Unclear Priorities
   Toxic bosses often create unnecessary confusion that makes work harder than it needs to be. They may give vague instructions, contradict themselves, share incomplete information, or make everything feel urgent. As a result, you may spend more time interpreting expectations than doing the actual work.

For example, they may assign a project with little context, disappear when you ask questions, then criticize the final result. Or, they may say, “This needs to be done ASAP,” without explaining what should move down the priority list.

1. They Consistently Make You Feel Undervalued
   A toxic boss may rarely acknowledge your contributions, dismiss your ideas, or focus only on what went wrong. Everyone needs constructive feedback, but constant criticism or lack of recognition can make you feel invisible, replaceable, or like nothing you do is enough.

For example, your boss might ignore strong results but immediately call out small mistakes. They may respond to a completed project with, “This is what I expected anyway,” or give new opportunities to others while offering you little guidance or recognition.

6 Tips for Dealing With a Toxic Boss Without Quitting
You can deal with a toxic boss without quitting by protecting your work, setting clearer boundaries, documenting harmful behavior, and seeking support before making any major career decision.

It’s not in your job description to “fix” your boss. In a toxic situation, the best thing you can do is reduce the impact their behavior has on your performance, confidence, and career overall.

1. Clarify Expectations in Writing
   When a boss is inconsistent, vague, or quick to blame others, written expectations can help protect you. After meetings or verbal conversations, send a brief follow-up confirming priorities, deadlines, and next steps.

For example, you might write: “To confirm, I’ll prioritize the client report first and send a draft by Thursday. I’ll move the internal recap to next week unless priorities change.” Doing so creates a record and gives your boss a chance to correct misunderstandings before they become bigger problems.

1. Document Problematic Behavior
   If your boss’s behavior is repeated or harmful, start keeping a private record. Include dates, what happened, who was present, and any related emails, messages, or project details. Focus on facts rather than emotions.

Instead of writing, “My boss was awful in the meeting,” note what was said and how it affected the work: “During the Monday team meeting, my manager said, ‘I don’t know why this is so hard for you,’ in front of five coworkers after I asked for clarification on the deadline.”

Documentation can help you spot patterns, prepare for HR conversations, or make a stronger case if the situation escalates.

1. Set Boundaries Where You Can
   A toxic boss may push boundaries around time, workload, communication, or availability. You may not be able to control how they act, but you can be clear about what’s realistic and what trade-offs their requests require.

In practice, setting boundaries often means naming your capacity, asking for priorities, and putting decisions back in business terms.

For example, if your boss assigns a new urgent task when your workload is already full, you might say: “I can take this on, but I’ll need to move the reporting deck to tomorrow. Which should I prioritize?”

1. Stay Professional and Avoid Matching Their Behavior
   When your boss is rude, dismissive, or manipulative, it’s tempting to respond emotionally. But staying professional protects your credibility, especially if other leaders, HR, or coworkers become involved later.

Keep your communication calm, specific, and work-focused. Avoid venting in company channels, sending angry emails, or making accusations you can’t support. You can be firm without escalating the situation.

1. Build Support Outside Your Boss
   A toxic boss can make you feel isolated, so it’s important to connect with trusted people who can offer perspective without escalating the situation unnecessarily.

Build support: Maintain relationships with trusted coworkers, career mentors, former managers, or other leaders who can help you reality-check the situation. If colleagues are experiencing similar behavior, keep those conversations professional, focused on facts, and away from gossip.

Use employee resources: If your company offers an employee assistance program (EAP), consider using it for confidential counseling or support. If the behavior involves harassment, discrimination, retaliation, or illegal activity, you may also want to seek legal guidance to better understand your rights.

Contact HR: When you’re ready to take a formal step, bring the issue to HR. Before requesting a meeting, make sure your documentation includes specific examples, dates, the impact on your work, and any steps you’ve already taken to address the issue.

1. Protect Your Career
   Even if you’re not ready to quit, start preparing for the possibility. Update your resume, save examples of your work where appropriate, refresh your LinkedIn profile, and quietly explore roles that may be a better fit.

Having options can make the situation feel less overwhelming. You may decide to stay, transfer teams, or look for a new job, but you’ll be making that choice from a stronger position.

When Is It Time to Quit Because of a Toxic Boss?

It may be time to quit because of a toxic boss when the situation is damaging your health, limiting your career growth, or continuing despite your efforts to address it.

You don’t always need to leave a challenging work situation, but some environments become too harmful or unstable to manage long-term.

You should consider walking away from a toxic workplace when:

Your health is being affected: If work stress is causing anxiety, sleep issues, physical symptoms, or constant dread, the job may be costing more than it’s worth.
The behavior is getting worse: If your boss becomes more aggressive, critical, unpredictable, or retaliatory after you speak up, staying may put your job or reputation at greater risk.

You’ve tried reasonable solutions: If setting boundaries, clarifying expectations, documenting issues, or talking to HR hasn’t helped, the situation may not improve.
The toxicity goes beyond your boss: If toxic behavior is tolerated or encouraged by other leadership, leaving may be your best long-term option.

5 Ways to Avoid a Toxic Boss in Your Next Job

You can avoid a toxic boss by watching for warning signs throughout the job search, from the job ad to the final offer.

While you can’t predict every workplace issue before accepting a role, you can look closely at how the company communicates, how the hiring manager describes their leadership style, and whether the role’s expectations seem clear, fair, and sustainable.

Scrutinize job ads. Watch for vague responsibilities or phrases like “high-pressure,” “thick-skinned,” or “fast-paced environment,” which may point to stress, disorganization, or unrealistic expectations.

Watch for red flags in recruitment communication. Long delays, rushed timelines, unclear instructions, or pressure to accept quickly can signal a poorly managed workplace.

Assess the interview experience. Pay attention to how your potential boss communicates. A good boss should be able to describe expectations clearly, answer questions directly, and show active listening. If they seem dismissive, negative, evasive, or focused only on what they expect from you, that may be a warning sign.
Evaluate the job offer. Review the offer for unclear terms, unusually restrictive conditions, limited support for work-life balance, or signs that the company is trying to rush your decision.

Talk to your network. Before accepting, ask current or former employees what the company culture and management style are really like, especially if they’ve worked with your potential boss.

Heard from the India team that Muhi Majzoub was in India last week. In a meeting with employees and presence of HR, he basically dropped hints that layoffs are coming down the pipeline soon.

Sounds like salary hikes are definitely getting delayed or might not even happen at all. On top of that, they're fast-tracking performance reviews right now to flag low performers before making the cuts.

Anyone got more details on this?

“At this time the company decision is that we are currently unable to rehire any employees that were impacted by the RIF. This could change in the future as we continue to review policy. If so, we will most certainly reach back out.”

Former manager and adjacent manager gave good feedback to HR. Hiring manager was going to make an offer and at the last minute this came through.

https://hrexecutive.com/why-uber-is-cutting-nearly-1-4-of-its-hr-team/

I understand that we have to go through a RIF with Engineering and Products.

However, why do we have so many people in HR and Finance? Not to mention the recruitment department where we currently have no hiring to do, yet there are around 50 people in that team. We also have over 90 people in L&D and 100 in marketing, yet we have had to cut roles in Engineering.

Many tech companies cutting the size of their HR departments - even Uber has done so recently. META and Salesforce too.

This feels like a very targeted and poorly thought through process. Arguably, AI is capable of replacing far more roles in these functions than it is in Engineering and Products.

How many if you try to enjoy your Sunday...but in the back of your mind wonder if tomorrow's Monday brings that HR meeting and the Hallowed "Reading the prepared text" letting you know your position has been replaced by a cheap labor offshore or A.I.?

All of my team, including my manager, were laid off. I emailed who I think is our VP a few times but they appear to be out of office on extended leave. My contract is up at the end of this month so I need to let someone in HR know and need instructions on how to return my laptop. Does anyone have the HR phone number? Thanks in advance.

A friend of mine who is a corporate attorney has been inside a few companies like NM. He put it in pretty plain terms, As a US only wealth management and life insurance company their entire revenue base and regulatory footprint sits inside American expectations yet a big chunk of the actual work, both onshore and offshore, runs through large numbers of foreign nationals brought in on visas, heavily skewed toward younger men from developing jurisdictions and emerging market talent pools. In a smaller city that concentration is obvious to everyone. People see who is filling the professional roles while the local white collar market tightens. It reads as a deliberate choice to source outside the domestic pipeline rather than supplement it.
The offshore “body shop” vendors follow the standard high volume model. They pull from regions that still carry documented issues around worker leverage and labor standards (aka these countries literally allow slavery). That keeps the cost structure attractive on paper, but it also imports the downstream exposures around consistency, knowledge continuity, and supply-chain scrutiny. When the client only serves US customers, the optics of routing core functions through those channels start to look like a mismatch.
Trust is the real product they sell. Customers hand over retirement assets and life insurance details expecting the institution to operate inside familiar norms around data handling and professional conduct. Large inflows from jurisdictions with different baseline assumptions on gender dynamics and workplace hierarchy create friction inside the building. Multiple women in affected teams have described patterns of interaction that feel off from standard US professional boundaries. It is not every individual, but the volume makes it recurring. From a culture standpoint it is material but more importantly a risk exposure standpoint it is something that needs documentation and consistent handling rather than being treated as background noise.
Data security sits on the same fault line. These are sensitive financial and personal records. Jurisdictions in parts of the emerging markets do not run the same privacy or enforcement frameworks the US requires. Concentration in a narrow set of sourcing channels turns any incident into a bigger governance and reputational event. Cognizant, one of the larger global services firms with heavy reliance on similar delivery models already flagged negative perceptions around outsourcing to developing regions in its recent 10k regulatory filings, including concerns over domestic job effects and data stewardship. That is not theoretical anymore. It is showing up in formal risk disclosures.
Visa structure adds another layer. People whose continued presence depends on employment have limited room to raise issues in control or compliance functions. That dynamic has shown up in research on financial reporting irregularities where reliance on such workers is heavier. It is a governance concern that sits quietly until something goes wrong.
The client needs to treat this as a single set of connected risks rather than separate HR and vendor issues. Workforce composition, conduct patterns, third-party concentration, and data posture all reinforce each other. A clean diagnostic on where the actual friction lives, followed by deliberate rebalancing toward domestic talent in anything that touches customers or sensitive information, would reduce the accumulated exposure. Stronger, evenly applied conduct standards help, but they become harder to maintain when the sourcing model itself keeps introducing the same patterns at scale.
The cost advantage looks different once you factor in retention drag on female employees, customer perception risk, and the concentration that turns routine operational problems into brand events. They need to address this before one of those threads pulls loose.

Was informed that another e-mail will be sent to sign it thru docusign today ( Termination Date ) and I still have not gotten it. Checked the Junk e-mail also and it is not there too.
Cannot call HR as it is past 5:00 PM .
Got the previous e-mail at 6:19 AM on Thu 05/21 to review the docs
Has any one got it ? Is every one just like me

Uber is cutting 23% of jobs in its People and Places division, which covers human resources, recruitment, workplace facilities, and culture, according to Bloomberg.

A company spokesperson confirmed the affected headcount falls well below 1% of Uber's global workforce of 34,000, though the company declined to provide a specific figure. Senior-level positions account for a large share of the roles being eliminated.

https://qz.com/uber-layoffs-hr-people-division-restructuring-060326

Another quarter another canvas for VSB candidates here in the west with no surplus ever being declared.

F you HR people. Just offer ESRO across the board.

DXC is too morally bankrupt to actually do a layoff where they would have to pay severance packages. Instead HR goes around trying to find low performers on the sales team ( which is basically the whole company) and they put them on PIPs. Even if you make the PIP. They then put you on a new one. Constantly moving the goal post. They also lie on the documentation. These people are bottom of the barrel sc-mbags

HR says it’s not reportable. I’m done with this racist enabling company.

Waters hasn't been posting salary ranges for US-based roles in MA and California. Pay transparency, y'all! State fines are definitely incoming. HR is messed up. Live your legend!

As we go into the annual review process, HR is always quick to point out that the employee evaluations have no direct correlation to the amount that an employee might get as a "merit" increase. I have two issues with this:

1. When increases come around every year, the vast majority of employees get a "merit" increases in the 1-3% range. This is essentially a cost of living adjustment. In fact that amount is usually less than inflation, so most of us are getting paid less every year (relatively speaking).

2. If an employee is rated as "developing" they are ineligible for a "merit" increase. Managers are pressured to identify approx. 5-10% of their team who fall into the "developing" category. These employees don't even get a cost of living adjustment, which is, for all intents and purposes, a pay cut because of forced ranking of team members.

HR points out to managers that its ok to label someone as "developing" if they've been in the role for <1 year, so a lot of managers put their newer employees in that category. But based on your hire date, that might mean you may go 18+ months before getting any sort of cost of living adjustment. For managers without any new team members (which are most of them after all the WFRs), they can find themselves stuck tagging a few people who may get a rating they don't deserve and its corresponding pay-cut because of the stack ranking.

Because this has been brought up, HR says they're evaluating the policy on "developing" employees not being eligible for increases, but that opens a can of worms if they do.

More and more, it feels like yet another underhanded way of getting people to quit so the company can continue to fly under any government regulations for lay-offs that exceed a certain threshold number of affected workers. In this case, the idea is that you get lower performing people to leave, however, I'd argue that in some teams, there simply aren't people who are truly "developing" and thus get pushed out because of this manipulative process.

I sincerely hope that this is still just a holdover from the previous regime's culture that will be corrected by the new executive leadership team, but I'm not holding my breath.

Cengage continues to show its true colors and it just keeps getting worse... On May 26th an email went out to people leaders letting them know that employees that made a Transformative or Outstanding impact would receive an impact award (if they are not on the normal Incentive plan). This is typically a small bonus like 5%.

On June 2nd, HR emailed people leaders again saying our bad, that's not actually going to happen. This happening after many managers have already spoken to employees. and now Managers are having to break the news to their employees.

Now, for the people who are on the incentive plan with a 10% - 40% bonus, just need to get achieved (significant impact) for it to pay out. and it is still going to.

In other words, to the people that have a job profile not allowing them to be on the incentive plan but absolutely crushed it this year, I am sorry and unfortunately Cengage is giving you the middle finger and has no desire to walk back their walk back.

Heard something that made me laugh out loud. HR talking about not “buying” technology platforms as we can build everything ourselves via Citi Stylus. Citi Stylus is a good tool but is it to the level of building enterprise level AI platforms? Not a chance. Good luck to us all and dealing with these HR muppets who sit in their glass towers having no idea what’s actually going on. Delusional. Watch the layoffs start as a result of poorly built internal AI tools to only go on a hiring spree to try figure out how to fix it. Incompetence at its finest.

I need to relocate my family of 4 to hub in 2 months. My spouse has lost her job recently and going through tough time emotionally. Anxiety is taking a very big toll on us and I don’t even know where to start with the move. So much to do to in terms of paperwork and I feel like heading to a psych wardl. I need more time to move but HR won’t agree.
Can anyone share their moving experience?

Get those coffee mugs ready. And please be onsite to enjoy the viewing parties in person.
Thank you for your attention to this critical matter.

HR.

I am guessing 3 years since that’s when the statute of limitations on employment lawsuit cases runs out?

Do you maybe know what's the best way to do this for us that were let go this year?

I know I'll have to get it next year but since logins do not work not sure what other options I may have.

I know I can reach to HR and find out but I hate doing this as they tend to be terse and are slow to respond.

And we still have people like Oliver and Octavian destroying our business and staff morale. Joe was promising but seems to have a parrot called Oliver on his shoulder feeding lies and BS to get where he wants.

When is Hitachi Ltd going to listen to their main assets, those who do the hard work, those that deal with customers every day, and want the best for the company and not just an ego trip. CSAT is nothing without those on the ground, and if they aren’t happy how can our customers be happy?

Someone high up needs to speak to the people that actually make the business tick over, and not only in AMER, but all GEOs. Find out what’s really happening and stop HR protecting these tyrants.

My neighbors ask me all the time when did Dell become so toxic? I tell them it's been this way for many years. But lately, it's accelerated because our inept, incompetent, inexperienced, nepotistic leadership clowns started thinking it could replace employees with AI chatbots. All driven by greed. Dell leadership or HR absolutely DOES NOT CARE about employees.

I am asked to relocate to one of the hubs with a forced letter. I asked my management for HQ instead and HR seemed to have okayed it. I never got an updated letter from HR confirming HQ as the new location. Now, I am concerned if HR will pull a surplus on me for not reporting to the right location. Not sure what to do.

Can anyone in HR confirm if promotions were approved, your manager would have been notified either way? I’m hearing there was an extension and some might be approved starting July 1.

I was just offered an unexpected contract position and have to take a dr-g test. I’m freaking out because I ate some THC gummies over the weekend. Does anyone know if THC is included in the test and how HR handles the results???

I hope that everyone is prepared for what's about to happen at Dow. The sla-ghter will begin post LPGA tour. Dow cannot afford to mu---r it's workforce right before all their customers and vendors come into Midland. So the bloodshed will happen right after. If you're in leveraged logistics, purchasing, or customer service... You best be looking for a new job.

Remember, Dow isn't a family. Your boss isn't your friend. Everyone is just glad it's happening to you and not them.

Remember, you don't have to sign a severance agreement on the spot. No matter how much they push, you get time to review. Request your personnel file under the right to know act, and never participate in your exit interview.

The last is the biggest.. They don't care about your opinion or your experience at Dow. If they did, they would have asked you before firing you. They are gauging the likelihood of you suing them. Anything you say can be used against you if you decide to pursue legal action. My suggestion is when you get called into that HR meeting, record the whole thing on your phone. Michigan is a 1 party consent state. The meeting will be hard to digest and a recording of it will help. Just don't publicize that you're doing it. Also be really annoying and take notes. The best thing we can do is publish a bunch of termination meetings from Dow to show everyone what it's really like.

HR and your boss already know and have planned your termination. They spring it on you out of the blue hoping to catch you off guard and unprotected. They have a game plan on how to handle you. Nothing you say will change their mind, you're gone no matter what you say.

Looks like I survived another month. Should I be more proactive and schedule a meeting with my supervisor and HR, and ask for my severance?

THe timing of the Pulse survey is straight out of the deeply flawed HR playbook cooked up by MaryYoYo Chardonnay.

https://www.theregister.com/on-prem/2026/05/28/kyndryl-takes-employees-pulse-while-cutting-off-circulation-for-some/5247246

Is your manager notified if you apply to an internal job posting? Anyone knows?

At Bolt, Breslow said, the HR team “was creating problems that didn’t exist,” as part of “a culture of not getting things done and complaining a lot.” “The problems disappeared when I let them go.”

https://nypost.com/2026/05/26/opinion/bye-bye-hr-lets-hope-bolt-financial-ceo-ryan-breslow-starts-a-trend/

Ineffective. Politics. Curious what your experience is with a 300+ team of HR ‘professionals’?
What is it they do, let employees know to complete a survey and attend pro day?

Is there any advantage to informing HR about retirement plans ahead of time? With the possibility of layoffs and severance packages at Bank, I’m unsure whether I should let HR know that I’m planning to retire in July. I would also be eligible for a half-year bonus since I have 10+ years. Could notifying HR about my retirement plans affect my chances of being included in a layoff or receiving severance?

Rumor has it that leadership and HR are pushing for people to have the Career Story section filled out in MyGPS.
Given very recent RIFs and restructured, this feels very unsettling. Anyone here experiencing this and/or have an insight to why this is?

Recently moved and now I’m apparently 30.1 miles from the nearest hub which is about a 45 min - 1.5 hour drive depending on traffic.

HR says that I’m “within” the 30 mile range.

I’ve pulled maps on my own, it goes from 30.1 to 31 to as high as 50 miles.

Should I even try to fight this? How far are you from your hub within that 30 miles?

Anyone else read the corporate jargon email from Mr. Tractor today? The ELT wants us to build on three enterprise skills….which will lead to us being rewarded with what exactly? No one can be promoted anymore because of our terrible new HR model. What is the incentive to improve exactly? Don’t say VCIP either, that is turning into a total joke and has become essentially whatever the leaders want to pay. If we can’t be rewarded, what is the point of continuous improvement? That only works with companies that actually reward performance. This company is doomed until we have a real leader in HR and someone willing to stand up to the CEO and CFO.