#transparency

The morning ODW went live, workday was still functional for a few hours... Logged into that and it said that site visit dashboards were being retired.

On the official RTO policy page, it states...

"bla bla bla fluff... While attendance will not be actively shared at individual or leader level, this expectation is non-negotiable." - Ok but what exactly does "leader" mean? Direct manager/director? Or execs?

WTF does that even mean? Why can't we see our own site visits? What harm has that done? Leader as in our direct manager, or is it execs as well?

I already keep an excel spreadsheet tracking my own site visits + PTO days because I don't trust the badge readers but why tf would they take those dashboards away anyways?

Maybe it's so managers can't see and warn those who aren't going in often enough? idfk bro..

I genuinely don't think Dell will EVER straight up say "site visits are no longer being tracked" because 99% of people would quit showing up lol. So I can't help but wonder if the wording is purposely confusing to make people think it's being tracked still?

Why do they have to stay so vague? Why not give us the exact number?

BNY keeps pushing RTO 4 days/week and open‑desk seating like nothing in the world has changed, while employees are left wondering whether leadership has even skimmed the latest CDC guidance on workplace exposure risks. The CDC may not mandate hantavirus controls, but it’s clear about best practices: identify and control rodent presence, seal workspaces, improve ventilation, use PPE when needed, and restrict work for exposed or symptomatic employees. OSHA’s general duty clause still applies — employers must provide a workplace free from recognized hazards. Rodent‑borne pathogens qualify.

Many employees in the Jersey City office in particular have reported concerns on this forum regarding concerns of rat infestation and control.

So here’s the question employees keep asking: Will BNY communicate anything at all? Will they adjust RTO, restrict open‑desk seating, or even acknowledge that shared workspaces increase exposure risks? Or will they continue the pattern — silence, spin, and “business as usual” — while employees shoulder the health risks?

With the recent cruise ship outbreak and the 2025 death of actor Gene Hackman's wife and dog, people are concerned and fearful, especially given current RTO policies.

BNY has a stewardship responsibility, not just a shareholder one. If state or local OSHA programs tighten requirements, the bank won’t be able to hide behind “CDC guidance is voluntary.” And even now, nothing stops BNY from adopting the CDC’s recommendations as a basic duty of care.

People aren’t asking for miracles. They’re asking for transparency, updated safety protocols, and a realistic assessment of whether RTO makes sense when exposure risks — viral or otherwise — are rising.

Until leadership addresses these concerns directly, employees are left to wonder whether workplace safety is a priority or just another line item to downplay.

I think most people know by now tomorrow is the day, with a few people in denial. This was a quota game, leaders were told to eliminate x number of people for many teams as the only consideration.

This isn’t the end either. There will be more rounds this year. If as a business, they decide we need to do cuts, fine. But they continue to cut talent and drag out morale instead of doing it all at once. We are all being told to take on more for no extra pay and use AI which constantly makes mistakes. The only reward is MAYBE keeping your job. Talk about transparency and doing the right thing… yet let’s keep making employees live in fear.

to put out a statement that either confirms or denies this event if it is indeed true or just rumors.
It’s bad business keeping it out there it can shake investors too hearing about this. Everyone wants stability. Needs stability so transparency is paramount.

Colorado State University announced plans to cut 178 full-time equivalent positions. Scores of colleagues were laid off across campus. State funding is now expected to decrease by under $1 million. Tuition revenue is projected to increase by $11.3 million. Faculty express low confidence and cite a lack of transparency.

Fort Collins, Colorado

https://collegian.com/articles/featured/2026/05/category-opinion-ltte-csu-administration-pushes-layoffs-despite-improved-budget-outlook/

Heard some areas are moving under https://www.infinite.com/
consolidating vendors. not sure if its like another NDA.
this company is not transparent....not telling any info.

I’m gonna say this plain and simple — this company is rotten at the core.

I’m telling you, the experience was beyond frustrating. It’s the kind of disappointment that sticks with you, not because of what happened, but because of how it all went down.

What really gets me is the lack of integrity in leadership. The SC leader — all flash, no follow-through — will tell his team one thing, turn right around and tell senior leadership something else, and somehow still walk away taking credit for work that ain’t his. That doesn’t happen by accident. That’s a culture that allows it.

I sat through that Appian World presentation and just thought… “this is what we’re backing?” It wasn’t just weak — it was a clear case of style over substance. And the fact that nothing changes after something like that? That tells you exactly what this company values — and what it doesn’t.

Folks who put in the work, who show up and deliver, they’re the ones getting pushed out. No fairness, no honesty. And yeah, that leaves a bad taste. Not because of the outcome — I’ll land on my feet — but because of the way it was handled. When there’s no transparency and no accountability, trust doesn’t stand a chance.

And if you want proof beyond the inside story, just look at the market. Ten years public, and the stock’s barely moved. That ain’t bad luck — that’s a signal.

This isn’t a company hitting a rough patch. This feels like one that’s lost its direction altogether.

If you’re on the SC side of the business, I’d take a long, hard look at where things are headed. Don’t sit around waiting for it to turn — by the time it’s obvious, you’re already in it.

…after completing the GES, employees cannot go back and look at the results from previous years surveys. In fact, only Managers can access it…but only after requesting permission to do so.

DXC does not spin up a truly new platform in 12–18 months, especially given their engineering capacity, budget constraints, and the leadership churn you’ve been tracking.

But here’s the real story:

OASIS is built on the same underlying lineage as Platform X — but DXC is deliberately avoiding saying that publicly.

It’s quite unfortunate that there is no transparency in this organization. The Uniondale office has had rumors of its imminent closure for more than a year, yet no clear discussion. It’s the worst kept secret in the company. Hard working long term employees are waiting in angst to see where they will eventually end up-if at all-200 Park?? 240 G?? And when will the higher up’s finally give the little people the answer? There are many considerations for the mostly LI RESIDENTS- the cost of the LIRR, the extra time added to an already long day, child care, elder care, even pet care, but it seems like the “decision makers” don’t care. It used to be a terrific place to work, with talented and dedicated employees, yet some how these wonderful employees are falling by the wayside. I hope they Uniondale office gets some clarity soon, secrecy is certainly not a great way to conduct business.

It’s the ELT and SLT lying to everyone.

It is difficult to maintain confidence in the current Light & Wonder executive leadership, particularly as their transition from Aristocrat has been overshadowed by a perceived lack of transparency. The decision to displace established leaders in favor of former associates suggests a preference for insular hiring over organizational stability.

Furthermore, an approach that prioritizes rigid internal directives over collaborative expertise has made it challenging to foster a culture of mutual trust.

I posted an honest review of this place six months ago. Detailed, factual, not emotional, no swearing, no insults, nothing. It lasted I think four days, if not less. I don't know how they do it, but Xerox management is definitely requesting some reviews be taken down.

GateHouse Media is conducting layoffs across its newspapers. The Providence Newspaper Guild president states GateHouse is not disclosing the total number. The union has confirmed six layoffs at the Providence Journal. Reports indicate approximately 200 employees were laid off nationally. GateHouse's CEO called these cuts "immaterial" to the company.

Providence, Rhode Island

https://www.golocalprov.com/business/head-of-projos-union-says-gatehouse-is-not-disclosing-number-of-layoffs

There used to be a real sense of looking out for each other — that’s what made this place different. Lately, it feels like that’s been replaced with back-channel conversations, politics, and a constant need to watch your back( since the near shore, off shore concept started) They have more holidays, vacations that us folks .they are cost effective for l10 and below but most of them are banded and they definitely are not mature for it. No back ground check just got hired . i have few in my workspace.

It’s getting harder to trust intentions. Decisions don’t always feel transparent, and visibility doesn’t always align with contribution. That creates an environment where people are focused more on positioning than actually delivering.

Also hearing increasing concerns from the I&O space — behavior that comes across as bullies, b***, aggressive or dismissive, which isn’t what we should be normalizing as ‘leadership’ or ‘accountability.’

This isn’t about one team or one geography — it’s about the culture we’re building. If we don’t address it, we risk losing what made this place strong in the first place.”**

Update from Dan notes that the bone tree office is no longer penetrating the market, so this office is confirmed to be closing. All employees moving to previous WFH model, and then RIFs determined at an “unannounced” date. Sounds like there will be some consideration regarding the amount of candor an employee demonstrates.

What happened to management doing the right thing and being transparent when potential reorganization was in the mix? After more than a decade, I recently retired only to find out that my position was changing and becoming 2 positions. Had they been transparent, a severance package would have come my way - nope. They stayed silent at my expense. Made me remember it’s only a job - and I cared more than management did. Has this happened to anyone else?

Mass layoffs are increasingly common, often involving thousands of roles at once. How senior leaders handle these decisions profoundly impacts organizational trust, talent, and performance. Research indicates that while layoffs offer short-term financial relief, they can damage long-term engagement and institutional knowledge. Effective leadership during layoffs requires clear rationale, human conversation, and dignified treatment of employees. Companies must prioritize support and transparency to maintain a strong culture.

https://ca.finance.yahoo.com/news/layoffs-leadership-test-executives-193830410.html

This is one of the most frustrating teams I have worked in at CIBC. There is a strong perception that hiring decisions are heavily influenced by personal connections with certain consulting vendors, rather than being fully merit-based. Many roles seem to be filled through preferred consultancies, which raises concerns about fairness in the hiring process and how corrupt these indian managers are.
Additionally, promotion decisions often appear to favor a close circle of internal contacts, which makes it difficult for genuinely strong performers to grow within the team. Over time, this environment has led to a loss of trust and has pushed talented individuals to consider leaving.
Overall, while the work itself can be meaningful, the lack of transparency in hiring and promotions significantly impacts morale and retention.

What's happening with HPE? One week something is fine, the next week it’s not allowed anymore. We only find out after the fact when someone flags it. For the past year I've felt like I'm always one step behind something we weren't even notified changed. How are we supposed to work like this?

Carrot + stick + fear + metrics” = control-based management Transparency = trust-based management

Once this was a company employees would be proud of working for but now it’s just a shadow of its former self.
We career from one RIF to the next whilst being told by disingenuous leaders that AI will take care of everything.
Work from the office, no work from home as you won’t have an office. Use google, no Microsoft…no Google etc etc.
There is a total lack of honesty or transparency from leaders. They are all running scared and frantically trying to get on the “relevance” lifeboat. Forget “women and children first”…these guys are cowards only interested in covering their own backs and surviving.
No strategy, no communication, just chaos.

Been seeing a lot of people bashing Corporates lately, and didn't want to miss out on the fun. I wonder what Corporates Customers and Partners would think of they knew every conversation with a sales rep is recorded, and searchable by anyone in the company.

No, I am not joking. Anyone at any time can search a database of 1000s of hours of meetings, and discover in real time which firm, whether it's KPMG, Deloitte, EY, or Accenture and find out who is working on a new opportunity with a potential or existing client. Taking it one step further, as a result of a simple search, anyone can find out who is involved and timing. There is no data privacy, and no controls on who can access information.

You can't make this stuff up. This is Corporates Leadership for you.

#KPMG #Deloitte" #EY #Accenture #Dataleak

At Centene, I think not!

Anyone else dealing with a manager who treats information like it’s classified? Getting even the simplest thing feels like pulling teeth. At this point, I’m losing more time chasing answers than actually doing the work.

GK’s brand reputation clearly stands for doing what’s best for the stock and not for the employees.
It’s time to show her again, like we did after the first townhall, that we do have a say.
Go on Glassdoor, indeed, etc. and tell those looking for work at USB that this place su-ks and she, along with her MC, are a bunch of knuckleheads with no care for the employees.

Ask the tough questions on the townhall. Vote up the questions about trust, transparency and lack of care for employees. Call out the head of HR for being such a terrible leader and policy maker and reach out to your local news and let them know about this last RTO mess they created.

Remember when you could read the Company's Annual Report and know exactly how much the Company earned in the prior year?

Illinois Secretary of State Alexi Giannoulias’ Driving Change campaign – launched to combat unfair and discriminatory auto insurance practices – is now delivering results, as legislation advancing insurance reforms has passed the Illinois House and will return to the Senate for a concurrence vote.

Senate Bill 1486 builds on the momentum generated by the Secretary of State’s statewide advocacy effort, which elevated concerns from Illinois drivers and helped shape a comprehensive proposal to bring greater fairness, transparency and accountability to insurance ratemaking.

“As Secretary of State, I’ve been clear that driver’s deserve quality auto insurance at a fair price,” Giannoulias said. “Thanks to the thousands of voices of Illinoisans who shared their stories through our Driving Change campaign, we’re now on the verge of passing meaningful reforms that will hold insurance companies accountable and help make coverage more affordable.”

Senate Bill 1486 introduces several consumer protections, including:

Requiring insurers to provide at least 60 days-notice before increasing renewal premiums by more than 10 percent for auto or homeowners policies.
Expanding Illinois law to explicitly prohibit auto insurance rates that are excessive, inadequate or unfairly discriminatory – defined as rates that do not reflect actual differences in expected losses and expenses.
Granting the Illinois Department of Insurance greater authority to review rate filings and challenge those deemed unfair, with a clear process and timeline for hearings and resolution.
Preventing insurers from shifting costs from out-of-state risks, such as natural disasters, to Illinois policyholders.
Modernizing the National Safety Council’s Defensive Driving Course by aligning the in-person course requirements with the online course requirements.
The legislation reflects concerns raised during the Driving Change campaign, which Giannoulias launched to spotlight how insurers use socio-economic data including credit scores, ZIP codes and age to set rates in ways that disproportionately impact seniors, working families and communities of color.

The Driving Change campaign kicked off in Chicago’s Bronzeville neighborhood and included partnerships with organizations such as AARP Illinois.

“As this bill moves through the final stages, we are taking a meaningful step toward a more transparent and accountable insurance marketplace,” said Leader Robyn Gabel. “Illinois drivers and homeowners deserve a system that is rooted in fairness, prioritizes actual risk and protects consumers from excessive or unjustified rate increases.”

“For too long, Illinois families have faced rising insurance costs without clear justification. Senate Bill 1486 establishes important guardrails to ensure rates are not only transparent, but fair,” said State Representative Thaddeus Jones. “This is about protecting consumers and making sure insurance companies are accountable.”

As part of the campaign, the Secretary of State’s office launched an online portal – www.ilsos.gov/drivingchange – allowing Illinoisans to share personal experiences with insurance pricing and advocate for legislative reform. Feedback collected through the site and a series of statewide town halls directly informed the policy framework now advancing in Springfield.

The push for reform comes amid rising insurance costs statewide. Illinois auto insurance rates increased 18 percent in 2024. At the same time, Illinois remains one of only two states that does not require prior review of insurance rates, leaving consumers vulnerable to excessive or unfair pricing.

https://www.ilsos.gov/news/2026/march-19-2026-giannoulias-auto-insurance-reform-bill-clears-illinois-house.html

I didn’t fully connect the dots a couple weeks ago but our leader made sure we saw the update to the in office goal on Workday, and that it meant full days which was at least 6 hours. I didn’t think much of it until yesterday when we saw all of the discrepancies. The tracked number is over 6 hours which they will never tell you because they want 8.

Platforms like Indeed and Glassdoor no longer allow truly anonymous comments—corporate agreements behind the scenes have made open discussion nearly impossible. At this point, Layoffs.com is one of the few places where employees can honestly share what’s happening inside the company, especially since leadership keeps us in the dark as much as they can.

Auburn City Council discussed budget troubles and potential layoffs at a recent meeting. Residents and union leaders expressed strong concerns about proposed workforce reductions. Public speakers also questioned city transparency regarding records requests and spending. Concerns were raised about the use of Flock license plate surveillance technology. The council approved routine measures and began the new fiscal year budget review process.

https://www.fingerlakes1.com/2026/04/04/layoffs-surveillance-fears-and-transparency-concerns-dominate-auburn-council-meeting/

There is an AI assistant called Sherlock that is now handling the majority of customer cases. Instead of working directly with TAC engineers, customers are unknowingly interacting with this virtual assistant for most of their support experience.

TAC engineers have been instructed to “overwatch” — essentially to train and correct the AI model — with the expectation that a significant portion of AMER TAC will be laid off in FY27. After these reductions, customers will primarily be supported by cheap TAC teams in India and Mexico.

What’s most concerning is that TAC engineers have been explicitly told not to disclose any of this to customers. They are being directed to remain silent about how cases are actually being handled, leaving customers with the false impression that human engineers are actively working their issues when, in reality, the AI system is driving the process.

This lack of transparency means customers are being misled about the nature and quality of the support they are receiving.

Note: This should not concern you if you're a premium HTTS customer

Have they published an org chart for Arium and Zayo? Is tower team allowed to see it?

Maybe it’s because I’m just new-ish to Verizon but reading this article is the first I’ve heard of some of these talent initiatives…? Culture OS? Transparent career growth? Personalized development? Making it sound it seem like we’re some A-list people developer employer.

Am I just living under a rock or is this BS?

With the layoffs, outsourcing jobs, AI taking over - I wanted to see if anyone else wants to be transparent about salary and role.

High band 3 in management track - just received 2.75% increase at 81k. 4 years with Evernorth.

Goal for me is to see what others are making and if I’m being paid fairly.

New York updated its WARN law to address AI's impact on job cuts. More than 160 firms submitted mass layoff notices. No filings, however, blamed technology or automation for job cuts. Experts believe companies avoid citing AI for legal or commercial reasons. This tests New York's transparency efforts regarding AI's labor impact.

https://news.bloomberglaw.com/daily-labor-report/ai-related-layoffs-test-new-yorks-ability-to-track-job-losses

Anyone notice that the compensation bands have been removed from the internal site? When asked, HR stated that the information has been removed for undisclosed reasons. Thoughts? Theories?