#management

My manager favors some employees while constantly giving others a nightmare workload. It's literally become unbearable. I’ve caught myself hoping for a layoff just to escape the daily toxicity more than once - and I can't afford to be laid off right now!

This is a bit of a rant, but I feel it's important to share my observations from my time at Signavio. Over the past year, I've noticed that many managers are situated far from their teams, with some teams in Berlin and their managers located in India or Walldorf. This arrangement leads to significant travel expenses for managers who frequently visit their teams, while they enjoy the flexibility of working from home, expecting their teams to be in the office. Recently, Signavio invested heavily in a hackathon for their global teams, all while the rest of SAP was grappling with layoffs and budget cuts. Meanwhile, employees at Signavio seem to switch roles one to two times a year, often receiving substantial salary increases and stock options, with many positions not even listed on the SAP job portal due to special hiring permissions. Additionally, stock options for 2024-2025 have primarily been allocated to long-term SAP employees, creating a divide where seasoned veterans tend to share these benefits among themselves. Furthermore, a significant majority of managers in Signavio come from an SAP background, leaving former Signavio employees limited to expert roles, with the notable exception of DEI coaches who have transitioned into development manager positions, often earning more than technical staff despite lacking technical expertise.

I believe that even though Signavio is a relatively new addition to SAP, its employees deserve the same treatment as their SAP counterparts. It's crucial to focus on retaining the talent that has been with Signavio for years, rather than allowing the leadership to be dominated by long-time SAP veterans who seem more interested in securing their own financial futures. As someone who transitioned from SAP to Signavio, I find the current situation unfair and hope for changes to prevent it from devolving into another problematic scenario like Qualtrics.

Here we go again… another meeting with upper management… you know what that means more bad news for company

Product not producing anything pu--c safely wants . PDEs failing. Gov oversight not happy. Numbers continue decline. Subs are Verizon and TMO rejects. 15% will get notices week before Thanksgiving. WFH employees are top of cut list. Freloads will get there comeuppance. Curmudgeon managers safe. Not sure why or how there. One of you must no more. Spill the tea. Hold the sugar. Hope fiber and 5g fair better.

As long as management is quick to take credit for a firm’s successes but equally swift to blame its workers for its failures, no surefire remedy for low productivity can be expected in American manufacturing and service industries.

The geniuses leading us led to this:

Auditing firm BDO USA has conducted layoffs and suspended non essential travel to cut costs while managing a $1.3 billion ESOP related loan from Apollo Global Management.

Bloomberg reporting cited by Yahoo Finance says the roughly 9 percent interest debt, reduced by 100 basis points after a June 30 refinancing, is pressuring multiple departments including tax, audit, and advisory. BDO declined comment on client matters.

The firm also faces scrutiny from a proposed ESOP class action alleging workers overpaid to join the plan, and reputational fallout from First Brands Group’s bankruptcy after BDO provided a clean audit opinion.

Despite headwinds, a source said the firm remains financially stable and continues to optimize operations. BDO reported $2.89 billion in revenue for the year ended December 31 and in September announced plans to hire more than 1,300 people from HORNE.

BDO USA - Chicago IL

https://finance.yahoo.com/news/bdo-usa-lays-off-employees-100153492.html

A few years ago, I joined the PMIC located in San Diego with a sense of excitement and optimism. The interview process had gone smoothly, and the role seemed technically aligned with my skills. The recruiter was persistent and enthusiastic, and that consistent follow-up played a big role in my decision to accept the offer.

Early on, things seemed fine. The technical work wasn’t particularly challenging, mostly basic bench testing, but I was eager to contribute and learn. Over time, I noticed signs of favoritism and occasional exclusion, including colleagues using their native language during meetings, which made collaboration difficult at times. However, over time, I began to notice some underlying issues; a subtle subculture that didn’t sit right with me. There was clear favoritism among certain members of the group, and at times, colleagues would speak in their native language during meetings and in the lab, which excluded others from the conversation and undermined collaboration.

Despite these red flags, I stayed professional. I treated everyone with respect, including those who weren’t particularly kind to me. I chose not to engage in office politics and instead kept my focus on work. I participated in discussions and meetings when needed but otherwise kept to myself.

Unfortunately, that approach didn’t go over well with certain individuals who seemed to be on a power trip. Some began bad-mouthing me behind my back to upper management with the intent on undermining me. They started nitpicking my work and creating conflict over petty issues. I maintained my composure, but deep down, I knew this wasn’t a healthy environment for me.

For the past 15 months, I’ve been actively applying for new roles. I’ve had a few interviews, three phone screens and one onsite, but none felt like the right fit. In fact, the onsite interview was with a lower-ranked company where the interviewers seemed unprofessional and insecure because someone who works at Qualcomm is interviewing with their low rank company, one of the interviewers said that to my face! The hiring manager even took personal calls during the interview, which was a clear red flag. I declined the opportunity, I won’t jump from the frying pan into the fire.

Meanwhile, the job market has been rough. Fifteen months of consistent effort hasn’t yielded the right opportunity yet.

More recently, my current manager, who was born and raised in the US for a reason that will be clear later, began pressuring me to engage in small talk with coworkers about personal matters, like the details of what I have done over the weekend. I was surprised when my manager requested that, and I explained that I prefer to keep my personal life private, especially my time with my wife. and I don’t see that as a requirement for professional collaboration. For context, I do attend all team-building events, even though they’re outside work hours and take time away from my personal life. I respect team cohesion, but there are boundaries.

I recognize that in some cultures, people spend the majority of their time at work and see coworkers as family, often placing their personal families second. But that’s not how I was raised, and come on we live in the US.

When my manager told me that failing to engage in more casual conversations could negatively impact my performance review, I felt that line between professional expectations and personal boundaries had been crossed. I feel like manager is just breathing down my neck constantly. It is unbelievable that he sold his soul to those foreigners. He is so weak, useless and I have lost all respect for him. At this point, I’ve chosen not to involve HR, most people know how that typically plays out.

I know I am on my way out forcibly, I am just here to vent and see if others have had similar experience and could give some tips on how to navigate through this tough situation.

Lately, there’s been a noticeable lack of leadership and engagement from management. The tone and approach in communication often feel short, dismissive, or lacking in encouragement.

There’s been a lot of frustration across teams lately — and rightfully so. The biggest problem isn’t talent or capability; it’s culture. Somewhere along the way, Pepsi’s open, collaborative spirit got replaced by a fear-driven, top-down approach.

Too many leaders now operate with a “yes-boss” hierarchy mindset ( Santosh , mamta for eg), where questioning decisions is seen as disloyal instead of constructive. That’s created silos, favoritism, and a lack of accountability. People who actually do the work often stay quiet because the loudest voices hold the power.

It’s not about one region or one team — it’s a mindset issue. Leadership by intimidation never sustains results; it just silences good people.

Still, there are leaders holding the place together:
• Dave continues to drive performance and push for accountability.
• Stephanie remains fair, transparent, and grounded.
• Shyam brings logic and calm.
• Magesh, who built Accelerate S&T for I & O and rebuilt the D&A from what was a fragmented setup, keeps driving structure and stability — though the credit doesn’t always reach him. Santosh took the I & O credit.

Pepsi has the right foundation, but it needs to get back to leadership built on respect, collaboration, and courage — not hierarchy and fear. That’s the real reset we need.

Another big layoff coming to cvs
Side mostly in Dearborn and canada. This time will include managers and supervisors spe ially. Be prepared.

I don’t know about Walmart but our Sam’s Club needs a whole new management team in JC Tennessee. Not one of them should be leading our club. No integrity nor any honesty to them

Our so-called “leader” just repeats buzzwords while others do the real work. You can practically hear the eye rolls in meetings. How people like that keep getting ahead while those who do the actual work stay stuck is beyond me.

If the new CEO decides to actually get rid of the real fat, and we all know there’s plenty of it here, that’ll be one move I’ll applaud. You know exactly who I’m talking about, the unnecessary layers of management, the slackers who do nothing but stay protected because they’re tight with someone a few levels up, and so on.

I’m hearing rumors the first thing the new ceo did was to see about a contract extension.But not in way most would like .Sounds like in exchange for some kinda cap on medical the union would agree to the movement of work force needed to bring the people to the work along with cross training for techs .Which means less hiring of new union field techs .This also plays in the company favor because they can also move ahead with the management headcount reductions this new ceo is looking for with layoffs .Not really sure if anyone on either side union and management realizes what this new ceo is looking to do reduce headcount at any cost .Not sure anyone is safe

We are asked to volunteer for different locations or functions but they do not ask you to volunteer as most managers are forced you do not have a choice.The only ones who have a choice are contractor like companies and such

News flash! If your primary job is to review someone else’s work, it’s time to look for another job. AI can do your job thousand times better.

Bunch of id--ts running the business . Shame

I have seen lots of managers VP CDL were laid off this week

Why centene managers are doing more micromanagement and have very high expectations. Is there too much pressure coming from top management. I have never worked with any company with this kind of work pressure

My boss set up a casual coffee chat to catch up in one of the corner meeting rooms. Halfway through the conversation HR and security walks in and I’m told I’m being let go.

WTF is this cowardice move, at least have the decency to lay people off in a respectful manner

The organization has seen an influx of legacy middle management talent and former strategy consultants whose backgrounds are primarily in general management rather than technical disciplines. In a technology-driven environment, this skills gap has led to a reliance on offshoring key engineering functions. These managers effectively position themselves as coordinators of offshore delivery rather than direct technical contributors.

However, this structure has created a structural disincentive to hire highly skilled domestic technical talent, as doing so would expose inefficiencies in the current management layer. The result is a dependency loop that prioritizes headcount optics and managerial control over genuine technical capability.
OP: @qv+1k6x0r9wm

Putting this up for visibility. It’s definitely a reason for offshoring that comes right after the usual cost-cutting measures.

There is a team meeting today again offsite.

What’s going on in Procurement these days? The team seems overloaded but it’s unclear what real value is being delivered. The group under Sekar has become almost impossible to work with — rude, defensive, and constantly shifting blame when scope or deadlines are missed.

Everyone knows about the behavior, yet nothing changes. Sekar openly says “Dave has my back,” and it shows. Where is Priscilla in all this? Why is this being tolerated? The lack of accountability and respect is getting out of hand.

Is anyone else experiencing the same issue or hearing similar feedback?

I propose that there is a mid management level cull throughout NOV. Managers at the top are clueless and ineffectual, always have been/always will be. The mid level have neither direction nor personality - we require these to get back a culture of support and team focus.
“This is the way”
Children of the watch

Should we give all of our money and resources to support a retail brand that has no awareness or subscribers - apparently. Should we reorg, then reorg, then reorg again - yes please. This company is a joke and we’re dead in the water.

Don’t apply for these roles you’ll hate it here.

For supervisors, when planning promotions for AF personnel, is the system indicating anyone for promotion, or are promotions currently on hold?

You have to sneak in and avoid the management just to get things done, if not, they are on you like hot glue because they don't know what to do.

News flash! If your primary job is to review someone else’s work, it’s time to look for another job. AI can do your job thousand times better.

T-Mobile continues the show by creating unnecessary Senior Manager positions only to back track and layoff a handful later on each year. I am honestly surprised T-Mobile employees don’t file a class action for miss leading career promises. Don’t take my word for it, wait for Q1 2026 and comment here! Any Senior Manager or RMM with low amount of stores are in question from what sources are sharing.

One person says one thing, another says the opposite, and somehow the work still has to get done. I thought that the guy who told me when I first joined that 1% of the people do 99% of the work was joking. It took me a year, but I finally realize he was very serious and was warning me.

The managers will even push out highly skilled and successful non-Indians saying their position was eliminated yet have multiple job reqs to replace the American with the identical description and skill set of the laid off American.

High time that emp revolt by inundating people team with reports of unfair and discriminatory practices all around if infact that is what is occuring. Inundate both human resources and local senators and Dol...appears careers and lives are being destroyed through emp exploitation based on feedback here. when business is good there is no good reason for such low ethical and frankly unlawful means.

Management sent out an email October 6th 2025 that 50 union and 50 management positions were to be laid off due to lack of work. The truth is they sub most of the work out and are bringing in their people from San Diego to run the place. Glad I retired and got out of that mad house.

Remote work needs no defending. Common sense has to tell you that if you erase 10 hours out of someone's week, you can't expect them to produce the same amount of work as when they didn't have to spend that time commuting. I don't care how many clothes I wash or dishes I do, I'm not spending anything close to 10 hours per week on that. Poor management is the weakness that gets exposed when employees are working remotely. Instead of setting realistic goals, following up on them, and holding people accountable, they want to judge their performance by what they look like they're doing. It's mo--nic, lazy, and they'll unfortunately have to learn the hard way.

Layoffs are anticipated before the end of the year, with WARN notices currently being prepared. The expected rollout includes:

Phase 1: 1,000 employees on October 20, 2025
Phase 2: 1,100 employees also on October 20, 2025
Phase 3: 400 employees on December 15, 2025

Employees may begin to notice subtle behavioral shifts in their direct supervisors. These may include unusually warm and supportive interactions such as increased check-ins, inquiries about personal well-being, family, vacation plans, and offers of help with professional goals. Communications may take on an exceptionally friendly tone, both digitally and in one-on-one meetings.

Such changes often signal that decisions have already been made at higher levels. In many cases, managers are aware of selections made by the layoff committee or may have submitted names themselves to leadership for consideration.

This message is not intended to create fear or panic. Instead, it is a call to awareness and preparedness. If you notice similar behavioral patterns from your supervisors, take proactive steps: begin updating your resume, reconnect with your professional network, and ensure your references are current and accessible. Staying ahead of the curve can make all the difference.

I'll go first:

1. Cut Costs
2. Cut Thick Mgmt Layers
3. Build Alliances

I'm a somewhat new hire -- off the rip I've already heard all kinds of things about how inefficient the teams are, how useless the managers are, how petty managers are towards each other, senior staff/TFALs are slave driven to meet impossible deadlines, and onboarding/training is nonexistent. Is this account really that deep in trouble?

Anyone feel they are being pushed out or that the work load is unreasonable after this last CPM round? Management doesn’t seem to care. Maybe too scared to care?

This does not bode well. Have a look at CGI layoff. Same playbook. Mistreatment of employees, off shoring to India and layoff being the only solution adopted.