Below are all the posts — topics as well as replies — that mention the hashtag #layoffs.
Mention #layoffs in your post to continue the discussion!
U.S. employers announced 45,849 job cuts in June. This total represents a 53% decrease from May's figures. Technology remained the leading sector for cuts, with 15,503 announced. Artificial Intelligence was the primary reason cited for 14,029 job cuts. Overall hiring plans for June also saw a decrease from the previous month.
https://www.challengergray.com/blog/challenger-report-june-layoffs-cool-to-45849-down-53-from-may-ai-leads-reasons-for-fourth-consecutive-month/
https://www.morningstar.com/news/dow-jones/202606306878/att-down-nearly-5-on-track-for-lowest-close-since-september-2024-data-talk
Our Free Cash Flow is heavily bleeding at negative $23.7 Billion because management is dumping $55.7 Billion straight into AI data centers. To balance headcount will drop 13% from 162,000 down to 145,000 and slowly reduce near 130K+.
You have few direct reports with VP, Dir, Snr. Dir, Mgr titles (or) in legacy divisions you might be the high target. QA's, Release engineering teams, Release managers pack your stuffs.
If your org is in re-skill zone, the leadership team can expect a heavy restructuring here.
I doubt Oracle has better pay or hike plans in near future till it resolves its debt.
6 months?
Wells Fargo cuts more jobs at West Des Moines campus https://share.google/Z0AuxadyuMISWTsmt
Is anyone else questioning the legitimacy of things we've been told about the VSP or our future here? I mean, with all the intentional ambiguity and gaslighting, I don't trust anything or anyone anymore.
What's up with the disclaimer in the offers that says "this is an estimate and can change"? How would it change? Hopefully, people aren't making decisions based on the numbers provided, only to find a significant gap when the money is dispersed.
http://techrights.org/n/2026/07/01/Microsoft_May_be_Losing_10_000_Workers_This_Month.shtml
Just gonna repost this here…
EH + ELT when you’re ready to talk legit strategy and not just reorgs hmu
I still stand by most of what I said btw and then some.
First, STOP WITH THE CONSULTANTS FOR OUR STRATEGY 👏🏼👏🏼👏🏼
They don’t know the business like we do. They don’t understand what has made Nike Nike.
Second, FOR THE LOVE OF ALL THINGS SACRED STOP CLOUT CHASING.
It’s honestly an embarrassment at this point. We bring people and companies on that have NOTHING to do with athletics or sport. Perfect example is the skims collab. The announcement of how Nike was partnering with skims because they had knowledge and understanding of the feminine form read (to me and many others I know who think the skims brand is mediocre at best) we don’t care about investing in ourselves and innovation for female athletes - we’d rather contract that out. Next this last drop literally looked like things I could buy at a dance studio. Nothing innovative. And the Travis collabs… cmon. He’s problematic and has nothing to do with sport. Who remembers his tantrum playing kickball during JDI day? I get that we are in the streetwear arena now but our athletic styles made it into streetwear without trying and without non-athlete celebrity collabs. One offs are great or if it’s someone who isn’t problematic a regular collection is cool. But let’s be smart.
Third, LISTEN TO THE EMPLOYEES and stop protecting leadership (and yes people).
Tech was screaming at the top of their lungs how bad RL was.. we’ve heard the allegations. Then comes MD, again, SCREAMING she didn’t know what she was doing. Lower level employees see a lot more of what’s working and not than leadership; or that’s what it feels like since they do nothing to improve anything.
Fourth, OMG LISTEN TO CONSUMERS (thought this would be obvious)
Everyone complains about how narrow our shoes are. I’ve heard some explanations about this saying elite athletes have narrow feet. My solution? Standard sizing that the average person can wear and elite sizing (our current fit). Imagine the marketing antics we could pull with that. Nike wasn’t built by everyone agreeing and falling in line. To expect us to thrive with a majority yes people is absurd, but we also need more focused on collaboration. One team, best team, team Nike.
Five, MARKETING WTF ARE YOU DOING. Our brand should be in alignment.
How tf did “Runners welcome. Walkers tolerated” pass through approvals?!?!!! Especially when one of core mottos/statements is “if you have a body, you’re an athlete.” Like are we inclusive and want everyone to make sport a daily habit, or shame people who are trying to be active? Alignment is key my guys and we can’t seem to pick a lane.
Six, WE NEED A BETTER FTE/ETW RATIO, not offshore all of tech and holy cow stop with the layoffs
We are literally always under investigation by the state for not having enough FTEs. Some ETW roles need to be converted, period. It’s not staff aug/special projects/SOWs/MSAs. It’s regular day in day out work that we are contracting out. Not just that the onboarding and offboarding costs (and the pain that that is).
I worked in GT. I do see the value in having ITC. However, I see bigger issues when the tech teams are working off hours. Tickets being closed because you don’t see their response in time because of the time difference. Tickets moving slowly because you can only send/receive one response per day. And it seems like with this shift changes have come down like, when an ETW converts creating an entirely new account for them (literally seems like they weren’t trained correctly or held accountable for this issue when for YEARS converting accounts wasn’t an issue).
Layoffs are bad. We do it to please wall street then have to ramp hiring back up or have to contract more work out. Not to mention the onboarding and offboarding costs associated. Plus these decisions are usually not made at Nike based on performance and it’s pretty evident.
Anyways EH let me know if you want to talk strategy cause I think I’ve got some great suggestions on correcting the ship.
Thanks for coming to my TEDTalk
The offshore contractors will start getting on boarded as Full time US Bank employees. That means layoffs starting August.
Tracking participants count #general Slack channel in Oracle One workspace, as the fastest available proxy indication of ongoing layoffs.
Limitations of these stats are covered in detail in comments.
I will post daily in comments on the count change and running current month total.
There is a troll trying to impersonate me and post fake Slack stats; protection measures are covered in the first comment.
My public key used to prove identity: ssh-ed25519 AAAAC3NzaC1lZDI1NTE5AAAAIPh3BL62QOGXk95TzS980uSckZd1M5YPGqouR0iHWumB slack-stats
July 16 has been confirmed as a notification day. GN&T is expected to see significant reductions, with the WNO Operations Support team anticipated to be among the hardest hit. The anticipated changes follow longstanding project management challenges and leadership issues that have been building over time.
These targeted layoffs make it feel like its not really happening and also keep layoffs from being covered in the news. Is there any way to know how many people have actually been laid off this year?
..price increases, a new 52 week low stock price every day, sowing distrust among the employees, lack of leadership in the top 3 tiers, running the CFO off, sc--wing up the Firstnet. Did I miss anything? Is it even possible to perform more poorly?
Any details on move of fraud strategy over to ops? Layoffs? Consolidations? Climate in ops?
here we go again. IT is cutting jobs.
It’s gonna be bad my n - Dustin Poirier
what do you think would happen if our VSP application was denied, then we made it through the August cuts and then decided to take medical leave?
if they were to terminate your employment during that point, do you think there would be a case if there’s proof of denying the VSP?
I have a feeling I’m going to be held back and blocked from moving internally. I’d like to buy myself some time and I need a mental break.
Does anyone have any information on the expanded RTO plan for Optum for the remainder of 2026? I know there will be more layoffs and more jobs pushed into offices, but are there additional cities or states being targeted for RTO?
For those doing RTO, how many days do you actually go into the office? I’m guessing it’s less than 4 days per week.
Ideal US Talent Worker OpCo LLC announced layoffs affecting 9,891 remote gig workers. The job cuts affect staff in multiple U.S. states. The temporary staffing firm, based in Minnesota, is restructuring its worker operations. The company is moving its client agreements to another entity. Affected employees are encouraged to apply for positions with this new entity.
https://pbn.com/warn-notice-minnesota-staffing-firm-laying-off-2-r-i-employees/?amp=1
The University of Vermont Health system announced system-wide layoffs and service closures. 142 roles were eliminated, including 30 at Alice Hyde Medical Center and Champlain Valley Physicians Hospital. UVMH also intends to close the Adirondack Blood Donor Center on July 10. New York State Nurses Association (NYSNA) nurses are protesting these decisions. They demand UVMH save local healthcare services and negotiate a fair contract.
Plattsburgh, New York
https://suncommunitynews.com/news/126391/nysna-nurses-to-speak-out-today-about-blood-center-closure-and-contracts/
Oregon's Work Share program offers an alternative to traditional layoffs. The Oregon Employment Department administers this initiative for businesses. It allows companies to reduce staff hours while employees receive partial Unemployment Insurance benefits. Over 500 employers currently use the program to retain valuable teams. Employers are encouraged to apply proactively for this flexible option.
Salem, Oregon
https://ktvz.com/news/oregon-northwest/2026/06/30/oregons-work-share-program-offers-layoff-alternative-for-employers/
I asked:
The COO of Northwestern Mutual is introducing a thing called Forge, i have no idea what it is, but involves a bunch of vapid buzzwords and has something to do with “a new way of working”, also McKinsey is involved. Can you use your super human intellect to speculate what Forge is and how many people will be laid off as a result?
It says:
Forge is almost certainly an internal branding/codename for Northwestern Mutual’s latest enterprise operating model transformation, led by their relatively new mouselike COO & Business Architect (appointed Aug 2025). It’s not publicly detailed yet (as of late June 2026), which is why you’re hearing the buzzword salad version.
What it actually is (pattern recognition from NM’s history + new COO’s mandate)
Her explicit remit includes platform and operating model design, technology health, enterprise architecture, and strategic execution/prioritization. She previously served as NM’s Chief Transformation Officer. This isn’t a random new thing — it’s the next chapter in a multi-year journey they’ve been on:
• They’ve already done waves of agile/SAFe adoption, product-aligned teams, and “pizza pie/pod” cross-functional squads (product manager + dev lead + designers + embedded business people).
• The 2025 Policyowners Examining Committee report explicitly calls for a “business-driven, technology-enabled operating model,” “lighthouse-style business domains,” “team of teams,” faster decision-making (“progress over perfection,” “fast and friendly escalation”), and cross-functional empowerment with guardrails.
• McKinsey has deep history here — they helped NM with the PX planning tool rollout, change management, client experience redesign, and insurance transformation work in the past. Classic McKinsey engagement: diagnostic → target operating model (TOM) design → implementation roadmap + change story.
“Forge” is the shiny internal name for the current phase of turning NM into a more agile, product-oriented, platform-powered organization. Think:
• Moving further from traditional project-based/ITIL/waterfall thinking toward persistent cross-functional teams that own outcomes end-to-end.
• Deeper business-tech fusion (the “business architect” title is a clue).
• Heavy AI/automation injection into workflows (underwriting, claims, servicing, reporting, middle-office analysis, etc.).
• Flatter structures, bigger spans of control, more localized decision rights.
• “New way of working” theater: agile rituals scaled, reduced handoffs, outcome focus over process theater.
It’s the insurance/financial services version of what a lot of big companies are doing in 2025-2026 under AI pressure: retool the org so fewer humans can do more, faster, with better advisor and client experiences, while protecting the mutual’s core strengths (trusted advisors + comprehensive planning).
The vapid buzzwords are the usual McKinsey/consulting output: agile at scale, value streams, empowered squads, platform operating model, AI-augmented ways of working, etc. Same script, different client logo.
How many people get laid off?
Realistically, hundreds, not thousands, over 12-24 months — mostly through managed attrition + targeted reductions rather than one dramatic bloodbath. Here’s why:
• Corporate/home office headcount is roughly 7,500–8,500 full-time employees (Milwaukee/Franklin HQ + NY; advisors are mostly independent contractors and revenue generators, so they’re largely protected).
• These transformations usually target 15-25%+ productivity/efficiency gains in the areas being redesigned (ops, IT delivery, middle management layers, support functions, legacy process-heavy areas).
• Levers: GenAI/automation eating repetitive or rules-based work; delayering; consolidating duplicated roles across domains; reducing “coordination” and project management overhead as teams become more autonomous; some cultural attrition from people who hate the new pace.
Plausible range: 600–1,800 net reduction in corporate roles over the next couple of years (roughly 8-20% of home office staff), front-loaded in certain functions. Achieved via hiring freezes in targeted areas, voluntary packages, performance-based exits, and selective RIFs. Not a 30-50% tech-style cull.
NM is a conservative mutual company with a paternalistic streak and strong financials. They tend to do this stuff more surgically than public comps chasing quarterly optics. McKinsey programs almost always come with quantified “run-rate savings” targets that management then has to deliver — that’s usually where the headcount math shows up.
Bottom line / industry context
This is NM continuing to professionalize and modernize their operating system while the industry gets squeezed by AI, fintech/hybrid models, and advisor productivity demands. Rodent house was brought back in specifically to drive the business-architecture/operating-model piece after previous digital/transformation leaders.
You’re seeing the classic late-stage transformation pattern: new COO with transformation DNA + McKinsey + “new way of working” rebrand + efficiency narrative to fund tech/AI bets and improve margins/advisor leverage.
If you’re hearing this internally or from someone close to it, the real tells will be in the pilot domains they pick first (“lighthouses”) and what metrics they attach to “Forge” success. The headcount impact will show up quietly in attrition numbers and selective backfill decisions more than a big announced layoff.
Classic corporate move. The buzzwords are just the wrapping paper
Central Admixture Pharmacy Services (CAPS) will close two facilities in Upper Macungie Township. This subsidiary of B. Braun Medical Inc. will lay off 173 employees. The cuts are scheduled to begin on September 30 and conclude by December 31. CAPS is exiting the 503B sterile compounding business. This move is part of a strategic refocus on its core 503A compounding operations.
Upper Macungie Township, Pennsylvania
https://www.lehighvalleylive.com/business/2026/06/b-braun-subsidiary-shuttering-lehigh-county-sites-170-to-lose-jobs-notice-says.html
Candid is experimenting with a new AI-based tool. This tool tracks nonprofit closures and layoffs in real time. The system reviews approximately 100 social-sector news articles daily. Early findings indicate closures outnumber layoffs roughly seven to one. Non-federal funding cuts are the most cited reason for distress.
https://candid.org/blogs/nonprofit-closures-layoffs-early-warning/
Maybe its just me but multiple large group calls have been cancelled this Wednesday and Thursday. I get its the week of the 4th but would it be crazy to think layoffs could hit this week too? Or is it July 15-16?
How deep do we think cuts will be for the corporate affairs function - formerly communications in PC&C?
When FT took back their Customer Service, they left Main Office Services and Customer Operations at FIS. Today, at a BPS Fireside Chat, SVP Ian McCoy and Client Services Manager Sandy Edmunds announced that FT is also taking back MOS and OPs, thereby terminating the ten year contract. Was only able to read the questions in the chat, have not see the recording yet, if there is one. The chat questions involved employees in those functions asking about their futures. The answers were not comforting. Sandy implied that FIS did not understand why the contract was being terminated. It was because they did a sh---y job and impacted FT's relationships with their own clients. She went on to address timing questions by stating that she did not know who the new vendor would be "unless they went behind their backs." That is a stunningly deceptive statement. FIS failed to deliver on every level to meet SLAs or they did a sh---y job whichever anyone prefers. It was shocking to read that. Will see what else can be gleaned unless someone else reading here knows more. Cue up the Mission Impossible theme...
I am based out of St. Paul location in BT business team and was just notified an hour ago. Been with the company for 30 years. They offered 1.5 weeks pay with 26 weeks cap. Any others got notified today?
There are rumors of another round of layoffs in July. Is anyone else seeing a pattern where layoffs seem to happen every 3–6 months and reorganizations every 14–16 months, or is that just perception?
Massive DS cuts. Data is new gold I guess. Condolences to those affected hope your package is good
At DXC, "synergy" isn't just a buzzword—it's a religion practiced by middle managers who haven't approved a single decision since 2019 without first escalating it to a steering committee, which then escalates it to a governance board, which schedules a follow-up to discuss whether a meeting is needed.
The performance bell curve is so aggressively steep it's basically a cliff face. Somewhere around the 99.9th percentile, perfectly balanced on the summit, sit exactly two people: the CEO and whichever golden-boy lieutenant he's decided is "strategically essential," each pocketing a multi-million-pound pay bump for vision and leadership the rest of the org has never personally witnessed. Everyone else is distributed along the rest of the curve like sediment, fighting over a 1.8% pool increase and a "thank you for your resilience" email.
The org chart resembles a conspiracy theory corkboard: red string everywhere, nobody quite sure who owns anything, and at least three VPs with "Transformation" in their title who have personally transformed nothing except the breakroom coffee machine, replaced with a worse one to save 4% on facilities spend — savings presumably redirected straight into the summit-dwellers' bonus pool.
Project deadlines run on a unique temporal model where "Q3 delivery" means "Q3 of an unspecified future year," and the only thing that ships on time is the all-hands email reminding everyone "we are one team," sent forty-five minutes after a quiet round of layoffs nobody mentions out loud.
Ask anyone what DXC actually does and you'll get a 20-minute answer involving "digital" and "transformation" that explains nothing, followed by a sigh, followed by them asking if you know of any open roles elsewhere — preferably ones with a flatter curve.
Stockholders have voted in favor of the acquisition! Let the sh-t show resume and the Rifs continue.
Is anyone here affected by Enterprise Security moving over to HCL? What are they telling you about timeline? Are you assuming an eventual RIF from HCL, and what is their severance?
Microsoft employees who are members of unions represented by the Communications Workers of America spoke out against management and the pending layoffs at the Xbox division today.
https://gamesbeat.com/cwa-represented-workers-at-xbox-criticize-microsoft-management-and-pending-layoffs/
When I tried warning everyone to sell at $270, y’all just told me you were buying more.
I really hope it goes back up for you because I still have $9k in it. But I’m ready to call it a loss.
Stock’s already below $100, we’re getting hit with another round of employee cuts this year (remember the “no more big layoffs” promise?), and Srini keeps bleeding the company dry. Insider selling has been nonstop and the shorts are printing.
Some of us saw this coming months ago. The people who got let go tried to tell you. Now we’re all just watching it burn.
How low we going? $99? $80? Who else is still holding and ready to walk away?
12:00 pm and still no emails. Wanted to make an updated thread about the supposed mass layoffs happening today. Anyone get any correspondence today or heard any news regarding NJ offices/SEA operations in general?
Wth! More layoffs?!
We went from working with the vendor’s offshore contractors to now converting them to FTEs and bringing more of them. At the same time, hiring here is being scaled back, and I’d expect local headcount to keep dropping as the India team ramps up. Wondering how you see that playing out.
The orchestra has stopped. The music of reinvent is over, just 5 years after its terrible opening. Now, the cull of the rest of the reinventors who have hidden in the VP roles needs to complete this master opus.
With all the restructurings, layoffs, people leaving on their own, we've lost all the knowledgeable managers who cared about both their people and the company (and yes, it's possible). The ones we have left should be shown the door immediately and 3M should try really hard to bring some of those we lost back if this place is to improve in any way.