#transparency

I wish Verizon would be more transparent regarding our jobs. I’m working doing what I’m supposed to do but it’s an elephant in the room. In VCG a lot of upper management meetings but nothing definitive about layoffs are being shared or hinted. We’re all trying to read between the lines and it’s stressful.

Don’t make us f’king do it again next year if results are not going to be shared or glazed over and manipulated. Shady af.

But somehow that only applies when the topic is easy and doesn't make anyone uncomfortable. When we try to find out about incoming cuts, suddenly its silence. Funny how that works.

Does anyone from you, working in the DXC located in any EU country, has already demanded disclosing the salaries for job positions and gender wage gap? What were the results for DXC?

Leadership doesn’t want to be transparent because you wouldn’t like what they told you if they were transparent.

Mainly, that they are now not trying to manage a “comeback” as much as they are trying to manage “an orderly decline in Nike’s previously hegemonic industry position.”

Nike isn’t going away. But it is also no longer a growth company, and for several reasons I won’t get into here the company likely reached a plateau a few years ago. The market in which Nike was established and grew effectively no longer exists. Or at least, the old rules that allowed Nike to continuously succeed are no longer the rules.

As a result Nike needs to balance “doing what Nike has historically done” with the reality that the company still needs to significantly downsize. If you’re management, there’s no polite, nice, or pep-talk way to communicate that. So they don’t.

Like I said the reasons for Nike’s decline are multi-faceted and in some ways complex. Nonetheless the company IS now just trying to hang on to what it already has. Talk of a “comeback” is sort of what they have to say but make no mistake; leadership is not naive to broader market trends that disfavor any sort of tangible “comeback”.

My partner will sometimes put on some ugly clothes and ask me, “How do I look?” My partner likes those clothes. So I answer with “You look great!”, and leave it at that.

Should I instead be more transparent? Should I instead engage in “more honest communication”? Maybe. But will that improve matters? Or create a new problem neither of us needed?

One could argue Nike is being kind by not being fully transparent. I’m not claiming that would be a GOOD argument. Just an understandable argument. Because if Nike leadership was fully transparent about the current field of play and what it really means, my guess is that it 100% would not make people feel better.

An on point post, the OP is @20q+1ks86w36m.

Why have these not been reported? The number of layoffs in 2026 alone are staggering but when done a handful at a time it just seems shady.

This is being presented as an individual choice, even though that choice may ultimately be denied if you decide to apply. The eligibility criteria are intentionally broad, which helps protect the company from age or demographic discrimination claims.
On some teams, 40 to 50% of employees received VSP eligibility notices. If everyone applied, it's obvious not everyone would be approved. Critical roles have already been identified, and those employees will almost certainly be denied.
If it feels like your PL is in the dark, it's because they are. Top Leadership are limiting what PLs know to avoid conflicting messages or anything that could be interpreted as a promise of job security. The problem is they haven't equipped PLs with meaningful talking points or guidance. That's a major failure.
PLs are stuck in the middle, taking pressure from both top leadership and their teams while still being expected to maintain productivity. They've been stripped of the transparency they need to lead their teams honestly and ethically.
Meanwhile, the psychological toll on employees is being largely ignored. Treating an entire workforce like rows on a spreadsheet during a restructuring of this magnitude feels cold, impersonal, and dehumanizing.

Dont comment to say everyone will be hit. Comment your insider details on what you have heard so far. My PL and their director claim to have no clue and promise to be transparent. Someone has to know something.

I’ve been in enough high-level meetings lately that I can’t shake an uncomfortable feeling. I’m not saying the company is doomed. I’m not saying tomorrow is the end. But I am surprised more people aren’t talking about some of the warning signs. When every conversation becomes about cost cutting, reorganizations, efficiencies, and “doing more with less” while long-term investment, innovation, and employee confidence take a back seat… it’s hard not to wonder where this is headed. Maybe leadership has a bigger plan that isn’t obvious yet. I hope that’s the case. But sometimes companies don’t collapse all at once. They slowly drift there while everyone convinces themselves the next quarter will fix everything. I could be wrong, and I genuinely hope I am. But if people in the room are uneasy, perhaps it’s time to start having honest conversations instead of pretending everything is business as usual.

Why aren't any of the CEO's who make millions and millions of dollars a year taking the VSP and being transparent about it?

LEAD BY EXAMPLE!!

UNSTABLE PILLARS - FOSTER A HEALTHY ENVIRONMENT, DRIVING BUSINESS ACCOUNTABILITY

The Connecticut Education Association demands transparency from Stamford Public Schools. Nearly three dozen Stamford educators face involuntary transfers or layoffs. Many transferred teachers lack training for new special education roles. The school system states these adjustments prevent more significant layoffs. Unions urge the Stamford Board of Education to halt these staffing changes.

Stamford, Connecticut

https://longisland.news12.com/do-it-the-right-way-local-state-teachers-unions-call-for-reversal-of-dozens-of-reassignments-layoffs-in-stamford

This is all public information.

With the exception of Bob Hopkins, our execs effectively get their RSUs or performance rewards, then sell that sh*t as soon as it vests.

Forms indicating an (A) are the acquisition of shares, and in this small sample, the details in the forms shows you it's only ever receiving RSUs, or performance rewards.

The rest and vast majority of the forms are (D) disposal of these shares, and if you read the detail, they are dumping that sh_t as soon as they possibly can. All of the people below are regularly dumping their sh_t. These are not the actions of execs confident in this company. They know this ship is sinking and they're in on the grift.

Skip
https://www.sec.gov/edgar/browse/?CIK=0001708062

Goff:
https://www.sec.gov/edgar/browse/?CIK=0001560409

Bob H:
https://www.sec.gov/edgar/browse/?CIK=25200002114165

Marinaro:
https://www.sec.gov/edgar/browse/?CIK=0001984186

Matt Walter:
https://www.sec.gov/edgar/browse/?CIK=0002028475

Do your own research at SEC's Edgar site.

Fun bonus fact: they all have important ownership stakes in MiniMed. Funny that.

While AT&T is cutting hardworking employees, John Stankey’s daughter, Meaghan Stankey, reportedly holds a senior HR role at the company.

That is a serious optics problem.

HR is supposed to stand for fairness, trust, and accountability. But when the CEO’s own daughter has a high-level HR position during layoffs, it raises obvious questions about nepotism, favoritism, and whether the same rules apply to executives that apply to everyone else.

Even if the company claims every box was checked, the appearance alone is damaging. Regular employees are losing jobs while executive family members appear protected.

AT&T leadership owes employees transparency.

So, finally, it happened.

First, I want to thank Piotr S. for doing what almost nobody else had the courage to do — breaking the silence and speaking the truth. In that moment, you showed more humanity, more integrity, and honestly more leadership than an entire room full of executives combined.

But maybe expecting anything else was naive.

What can you really expect from a CEO and a C-Suite whose success is measured by stock price and shareholder applause? When your stock-based compensation is worth $7.1 million, finding ways to squeeze another 5-6% out of the stock probably feels more important than the lives of the people behind the numbers. And apparently, one of the easiest ways to do that is simple: sacrifice employees. Works like a charm.

And just like that, a 10-12 year organization disappeared.

3M GSC wasn't perfect, but it was built by thousands of hours of hard work, dedication, late nights, friendships, shared struggles, and people who genuinely cared. Overnight, it was dissolved. Why? Nobody really knows. We were told it's a "transition."

God, these people love transitions.

I'm already imagining the next shareholder presentation:

"Expanding AI capabilities."
"Driving efficiencies."
"Transforming the operating model."

Corporate bingo at its finest.

Then came the management communication. Pre-recorded videos. Carefully scripted messages. Smiling faces. Words that somehow lasted several minutes while saying absolutely nothing.

People left those meetings still wondering:

"Am I staying at 3M?"
"Am I moving to Genpact?"
"Why me?"
"Why not someone else?"

No answers. No transparency. No logic.

Just confusion.

The most impressive achievement of the day was probably making thousands of people more confused after a communication session than before it.

A place that grew, evolved, and achieved things people were proud of. Today, we're left with leaders who seem more interested in protecting themselves and pleasing their bosses than protecting their people.

The irony is almost painful.

Some of the people being pushed out today are literally in Warsaw representing 3M at Women in Tech.

Others are leaders in Pride communities.

Others spent years building Employee Experience programs, WLN initiatives, Belonging Teams, clubs, events, volunteering activities, engagement campaigns.

They were the smiling faces in the videos.

The people holding the 3M logo.

The people proudly telling everyone that this was a Great Place To Work.

Seven years in a row.

LOL.

What a joke that slogan feels today.

Many of those same people are now being told they no longer belong.

Years of effort.

Years of loyalty.

Years of believing the company values.

All erased by a spreadsheet.

Management keeps telling people what they think their managers want to hear. Managers tell leaders what they think leaders want to hear. Everyone protects themselves. Everyone avoids uncomfortable truths. The cycle continues.

And the people at the bottom pay the price.

Today many of us feel less like employees and more like livestock being traded between corporations. Packaged up. Sold off. Handed over. No ownership. No accountability. No one willing to stand up and say:

"Yes. This was our decision."

Just another transition.

Another restructuring.

Another corporate success story for the next earnings call.

So with that, goodbye GSC.

Goodbye to the friendships.

Goodbye to the memories.

Goodbye to the culture that thousands of people spent years building.

Whatever happens next, nobody can take away what this place once was.

May the memories never fade.

❤️ Goodbye.

Just curious how many people are asking hard questions which don't get answered. I know I keep posting things, but since they are difficult, they aren't answered even if no other questions are out there and there is time to answer them.

We all know that NetApp gatekeeps questions, I'm just wondering how much.

Similarly with Survey's everything is always in the 70's 80's but looking through the comments shows a vastly different picture.

I mention something, and I get the cold shoulder immediately. I just want to see if I'm being underpaid.

It's harder to stay focused because nobody seems sure what the plan is anymore. We're still doing the work, but we're being kept in the dark on so many things. I'm getting really, really tired of it.

Layoffs (not volunteers) happened today in Lexington. Per typical Xerox style, no transparency on how many or who's affected. Good luck all.

I come into work every day wondering if something is about to change and nobody says a word. The lack of communication about job security is becoming exhausting.

Why does management say presence reports aren’t really scrutinized anymore? Bull, if anything they are used even more.
Why do you claim we have flexibility? Bull, we need approval in advance for Caregiver & WFH if we’re sick- that’s babysitting, not flexibility.
We care about employee well-being? Bull, why do you go into hiding every month to create next surplus list. Just cut what you need and let the rest of us exhale.

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!

The Unshredded Truth About Dell

I've worked at several companies over the years, and I have never seen anything quite like the culture of secrecy that exists here. Management hoards information, doling out tiny scraps only when absolutely necessary. They don't trust any of us to handle bad news or make decisions, so they treat us like children instead of empowering us to do our jobs well. The result is a workforce that's disengaged, frustrated, and constantly in the dark about where the company is actually headed. It's frustrating, to say the least.

At some point, there needs to be real transparency around bloated administrative layers and whether they are creating proportional value. The people building, selling, supporting, and moving the business deserve a fairer share. Every company is flattening. If Cisco does not do the same, it is only a matter of time before employees, customers, and the market start questioning Cisco’s relevance.

Well said, @cp+1kr4j9r3b.

It’s about time these fu--ing millionaires in the C-suite open up a town hall for real questions.

Do it, cowards.

I hear some managers are addressing with local teams and the results are bad. Why hasn’t c-suite addressed it? Do you think they are waiting for a TH? I would think some short-term communication from the top would really help clear things up and keep everyone aligned on improving the company

I recently participated in a high-level meeting where it was communicated that Global intends to transition remaining employees to the vendor InfoSys through a “rebadging” process rather than conducting direct layoffs with severance packages.

During the discussion, concerns were raised regarding whether employee tenure, PTO accruals, bonuses, and severance eligibility would be honored under this transition. When specifically asked about severance obligations tied to rebadging, Matt Tracy reportedly stated: “It won’t be our problem anymore because they won’t be Global employees.”

While compensation may be presented as remaining “the same,” the loss of accrued PTO, annual bonuses, tenure recognition, and severance protections represents a substantial reduction in overall employee value and security. Many employees are concerned that this transition is structured to shift operational knowledge to InfoSys while reducing Global’s long-term financial obligations to existing staff.

Based on what was communicated, there appears to be a broader plan to transition significant portions of Operations to InfoSys over the next year.

For employees who have remained through repeated restructurings, increased workloads, uncertainty, and sustained organizational stress, this feels deeply unfair and dismissive of the loyalty and contributions that have kept these teams functioning.

Employees are not asking for special treatment. The expectation is simply fair treatment and reasonable protections during any transition process, including:

• Recognition of tenure
• PTO carryover or compensation
• Preservation of benefits where possible
• Fair severance protections
• Transparency regarding long-term employment expectations

Without the current teams, there is no operational continuity or transfer of institutional knowledge. Employees should not be expected to facilitate a transition that materially disadvantages them without meaningful protections in place.

This is not a call for insubordination. It is a request that employees be treated fairly, transparently, and with respect for the years of work and dedication they have given to the company.

Weeks ago, they sent out an email stating the results would be provided, but of course, nada to date.

This is the hallmark of a very dishonest, disorganized, non-transparent company.

This survey was originally distributed last fall? (it was so long ago I forget when it was), and now we’re almost into June and they still can’t get their act together.

Total disgrace!

I have been thinking about why pay is so broken both in our industry and at DXC, and I keep coming back to two issues. First, companies treat hiring as a cost to be minimized rather than an investment in talent. Second, nobody knows what anyone else is actually making, so we are all just guessing at what fair pay looks like.

No wonder Ford is last to see new technology. The word Trust is missing in the Ford dictionary.

From Ford Authority: Back in October 2022, Ford was found guilty of violating its contract with Versata Software after a court determined that the automaker breached its contract by misusing and disclosing confidential information. Ford allegedly reverse engineered Versata's software for its own use without a license, which was then used to manage how various components are configured during the vehicle assembly process.

Ford was ordered to pay $104.6 million in damages to Versata following this decision, but The Blue Oval did appeal the verdict - an action that worked, as U.S. District Judge Matthew Leitman threw out that claim and reversed the jury's decision back in May 2023. It seemed as if that saga was over at the time, but now, the U.S. Court of Appeals for the Federal Circuit has opted revive $82.2 million of that original $104.6 million verdict, according to

Nike is in the middle of Founder’s Week and JDI Day is right around the corner. Now leadership wants to talk about inflection points, comebacks, legacy, courage, effort, and getting back to what made Nike great. I get the history. I get the speech. I get what they are trying to do. But from the floor, it hits different.

It is hard to hear “we are going to be fine” when the people making the biggest decisions still have titles, stock, bonuses, protection, and seats at the table. Regular teammates are the ones wondering what is next. We are wondering if raises are coming, what PSP will look like, and if we are really safe or just still here for now.

People keep saying, “At least you didn’t get laid off.” I understand what they mean, and I am not trying to minimize what teammates who were laid off are going through. Losing a job is serious. It affects families, bills, insurance, and peace of mind. But at the same time, it is hard to act like everything is okay for the people who remain.

From what I understand, some teammates who were laid off were kept on the books for a while, some received severance, and in many cases there was COBRA or some kind of transition support. That still does not make being laid off easy, but at least there was a next step. For the people still here, there has not been much clear communication. No real talk about PSP. No clear talk about raises. No clear talk about long-term stability. We are just expected to keep showing up, keep producing, keep adjusting, and be grateful because we were not cut. That does not feel like security. It feels like being minimized.

The floor has been doing the work. Teammates across all shifts have been doing the work. Production teams, support teams, trainers, technicians, leads, and everybody keeping things moving have been doing the work. People are running lines, hitting numbers, solving problems, training others, covering gaps, answering questions, fixing issues, and keeping product moving while trying to understand decisions we had no voice in.

So when leadership talks about fixing what needs fixing, I agree. But accountability should not stop at the floor. The people closest to the work should not always be the ones left carrying the weight from decisions made above us.

The timing of all this feels strange. Founder’s Week is happening. JDI Day is coming. Big speeches. Big messages. Big legacy talk. Meanwhile, a lot of regular teammates are sitting with uncertainty. People show up to these events because they want to belong. They want to believe in the company. They want to be part of something bigger. I respect that. But I also think some people do not fully see how much weight is being carried by the people with the least power.

I do not need more inspiration right now. I need real communication. I need transparency. I need leadership to explain what is actually being fixed and show that they understand the weight this puts on everyday teammates, not just the brand, the stock price, or the comeback story.

Nike talks about doing the work. The floor has been doing the work. All shifts have been doing the work. Now leadership needs to do the harder work too. Be transparent. Be accountable. Explain the plan. Stop acting like people should be quiet just because they survived the last round.

The comeback cannot just be a message from the top. It has to show up in how people are treated.

It didn't look like it on the all hands, lots of red but we will get there they say

When, where, and number of affected workers would go a long way to allying fears and improving mental health as well.

It would also dispel rumors of large layoffs and improve optics with the media.

Hey guys,

I had to post because the new elevator system that just rolled out with HMP is awesome. It creates even more chances to run into people from other teams and keeps that great collaborative energy going all day long.

Im all in on the open plan unassigned seating. The way it gets everyone mixing together, sparking real conversations and solving stuff on the fly has been a total game changer. Its made coming into the office genuinely fun and way more productive.
We should really accelerate the full HMP rollout and finally transition those last remaining private offices. Getting everyone out into the open would expand collaboration even more and help us become a true one team organization.

Leadership has been so smart and transparent about these workplace changes. You can see the vision is working and its helping us pull ahead of the competition.
This whole HMP direction just keeps delivering. Im more pumped about it every week.

Anyone else feeling the same? Would love to hear from the field and ops teams
especially. When you come into the office are you noticing how much easier it is to connect with people now?

Any word on this being reverted? Do they actually care about our attendance? What the heck is going on and why wont they talk to us.

I’m sure there is a plan and it seems the first rule of Dan’s plan is not to talk about Dan’s plan

I’m just guessing but it would make sense if the plan is so unpalatable to existing employees that the leadership cannot be open about it

The worst part about everything happening lately is the complete lack of accountability from senior leadership. They’re the ones who championed the Spotify model. They’re the ones who forced people into different roles to support it. They’re the ones who went on a hiring spree during the pandemic. They’re the ones who shut down overflow sites. They’re the ones who dragged their feet on AI adoption. And now they’re laying off some of their strongest supporters while forcing everyone else back into the office without a clear strategy or any acknowledgment that mistakes were made along the way.

Our department head held a Q&A today, and it felt like a wasted opportunity. This could have been a moment for honest discussion about the layoffs and reassurance for employees. Instead, it came across as heavily managed dramatics. Submitted questions were either ignored, removed, or reworded in ways that changed what people were actually asking. There still weren’t any answers about the reasoning behind the layoffs or the return-to-office push. They said employees should stay home when sick, but also warned there are consequences for missing too many days without defining what that means. Then the meeting ended with comments about how stressful this situation has been for leadership and suggestions that employees seek therapy to cope.

If a workplace is creating so much stress that employees are being told to talk to a therapist, maybe leadership should reflect on what that says about the environment. People who dedicated years to Fidelity are now worried about supporting their families, finding new jobs, or remaining in the country, and leadership wants sympathy for how difficult this has been on them? Pardon the language but b!tch please.

Don’t talk about transparency while filtering out uncomfortable questions. Don’t frame this as a shared hardship when employees are paying the price for leadership decisions. Whatever culture used to be here years ago is long gone. The rot is here and it won't go away because it starts at the top.

My LL3 accidentally mentioned this site when they were complaining about people complaining on social media. The executives all read these posts and I think it is them and HR that make all the inane posts to bury things they would rather you aren’t reading.

Managers simply protect their favorites and no merit in lay offs. Managers simply lie to their employees that they know nothing about layoffs. Leadership needs to adopt some transparent system or will be left with nepotism or favored employees.

Managers acting like street goons in corporate clothes.
Every small thing turns into LR pressure just to force output from employees.

Data Center BU has become mad corrupt.
No transparency, no professionalism, just power trips and internal politics everywhere.