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According to a report by CNBC citing consulting firm Challenger, Gray & Christmas, AI was responsible for nearly 55,000 layoffs in the U.S. in 2025. This comes during a year that had the highest number of layoffs since the 2020 COVID-19 pandemic, with 1.17 million job cuts across the country, the consulting firm also reported.
https://mashable.com/article/ai-linked-50000-job-cuts-2025
A major car parts manufacturer has confirmed one of its factories will close its doors next year, with hundreds of jobs understood to be at risk. US manufacturer Cooper Standard has announced it will shut down its factory in New Lexington, Ohio, with 228 staff under threat.
https://www.express.co.uk/life-style/cars/2152671/car-factory-closed-job-losses
For the past decade, each year has been progressively worse than the previous one. And 2025 was already really, really bad. I don't dare think about what we might expect from this one. I've been praying for a new job, but having zero luck, so I guess I'll be forced to find out anyhow.
I just got laid off now. It’s fcking start of the year.
Welcome to BNY Mellon, the corporate funhouse where the future is offshored, the present is gaslit, and the past has been quietly escorted out under a PIP engineered by someone who couldn’t explain your job if their bonus depended on it. If you’ve ever wanted to experience a workplace that feels like a psychological thriller written by a committee of auditors with no moral compass, congratulations—you’re already included.
Let’s begin with the crown jewel: the 1.4‑million‑square‑foot Pune facility, a gleaming monument to cost‑cutting and the executive fantasy that geography equals talent. Walk inside and you’ll hear it—the cha‑ching of budget wins echoing like a slot machine that only pays out when a U.S. employee vanishes from the payroll.
Real estate consolidation? Cha‑ching. Offshoring? Cha‑ching. RTO badge‑tracking designed to catch you missing a swipe? Cha‑ching. Eliminating work from home so you can sit in a ghost‑town office lit by flickering fluorescent lights? Cha‑ching.
Meanwhile, in the U.S., seasoned employees are being funneled into the Performance Improvement Program Funhouse—a place where your accomplishments are reinterpreted as “concerning behaviors,” your loyalty becomes “inflexibility,” and your manager suddenly develops selective amnesia about every positive review you’ve ever received. We are told it's business, not personal; it’s “People Optimization.” Or, as everyone else calls it: age discrimination with a corporate mission statement.
Your replacement? Already hired. They’re either a contractor, an H1B, or a freshly minted state college grad whose primary qualification is generating tax incentives. Nothing screams “strategic workforce planning” like swapping a 25‑year veteran for someone new who still puts “proficient in Outlook” on their résumé.
And then there’s leadership—RV and Dermie—delivering explanations so vague they might as well be fortune‑cookie messages. “Secular headwinds.” “Strategic acceleration.” “Industry realignment.” These phrases translate directly to: We cut people because it was cheaper, and we hope you’re too demoralized to question it.
They’re corporate illusionists, pulling rabbits out of hats while quietly sawing the workforce in half, all while congratulating themselves for their “courageous leadership.”
But the real horror isn’t the layoffs—it’s the cultural decay and phony empathy. Not a dramatic collapse, but a daily drip of rot. Policies drafted by people who have never met an employee. Decisions that feel like they were generated by a malfunctioning ethics simulator. And the atmosphere? Imagine a place where hope goes to file a ticket with HR and never returns. You are told to recharge, yet you quickly realize your battery no longer holds a charge.
Employees describe it as a slow‑motion freefall: one day you’re standing on a cliff, the next you’re knee‑deep in gravel wondering when the ground gave out. Every new policy feels like it was written by someone who only vaguely understands what the company does. Every leadership message arrives wrapped in jargon, dipped in legal review, and delivered with the emotional warmth of The Grinch who has no integrity and has lost their soul.
And if you’re wondering where ethical concerns go—well, they don’t go to RV. They simply vanish into corporate legal and a maze of executives who nod solemnly while approving fake performance reviews to support a visa‑driven displacement model. There’s evidence everywhere for those willing to look, but the official stance remains a polished shrug.
The downstream effects are already here: institutional knowledge evaporating, teams hollowing out, and the remaining employees expected to train their replacements while pretending everything is “energizing.” Engagement surveys now function mostly as a cry‑for‑help collection system.
But don’t worry—leadership wants you to feel valued. So check under your seat. If you’re lucky, you might find a BNY keychain in a swag bag. A small token of appreciation for your loyalty, your decades of service, and your willingness to participate in the grand experiment of replacing experience with cost efficiency.
In the end, BNY’s transformation story is simple:
Cut enough people, hide enough truth, and eventually even the spreadsheets start believing the fairy tale.
Happy New Year! Enjoy the feeling while it lasts.
I realize this post only applies to employees who were hired before 2008, because they've changed the way our pension is being calculated going forward. I just got around to looking at my new pension estimate for retirement and it decreased 57%. My pension was the one last thing I've been holding on to; really the only thing that was truly keeping me here. Now seeing my new pension number, knowing that giving 20+ more years would only add a measley amount - I have no reason now. Cheers to a new year and hopefully a new job!
My hopes and dreams of waking up to the news that GM has been fired are dwindling.
I’m starting to realize that GM most likely made a deal with Elliott Management to be a “bendover, yes sir can I have another, puppet stringed sellout”. If this is the most likely scenario then we are in for long, long dismal time at MDT.
“Sprinkles, the iconic California cupcake company, has announced a ‘winding down’ of operations at its remaining 15 retail locations, blindsiding employees last minute with the not-so-sweet news,” the New York Post reported. “Salty employees got the notice on Dec. 30, saying Sprinkles would start an “orderly wind-down” of the company beginning Dec. 31.”
https://www.thestreet.com/restaurants/crumbl-competitor-shutters-all-stores-with-little-notice
Crazy thing is it didn't used to be this way. In the days of yore when we were all happily remote little worker bees, we were content if not happy. Dell felt like a people-focused organization, at the very least. We were given latitude to do our own thing, expectations were normal and not overly ambitious, and the individual contributors had a certain degree of confidence in leadership.
Sure, Dell had the very-normal corporate issue of constant change, but the change was navigable. Then suddenly, everything began to change and the water began to boil. It started slowly-people being "encouraged" to use the office. The remote activities quietly disappeared. Does anybody remember the May the 4th Zoom AHOD in 2021 where a bunch of leadership dressed up as Star Wars characters? Stuff like that was objectively fun, and made work feel a bit less like work. That sort of fun just up and disappeared to be replaced with increased unreasonable expectations like suddenly everybody had to commute 10 hours a week to sit on zoom calls that they were perfectly content with and capable of sitting on at home.
Then, the layoffs began, as did a constant state of employment anxiety that has persisted to this day. Then we all received a total of 24 business-hours notice that hybrid was going away and we were all full-time onsite, or face the consequences. Except, there were none really. The layoffs continued to be completely random across the board, if anything affecting the in-office folks more than those that persisted with staying remote.
The result? Everybody who is left (and smart) has quiet quite HARD. I'm personally remote, and work maybe 2 hours a day and still get everything done. The rest of my workday is spent at the gym or with my laptop open while I play video games. And my numbers have never been better.
The thing that objectively takes the most of the time out of my day is trying to come up with 5 stupid questions to ask this stupid chat bot we're training to take over our jobs eventually, because if I don't that's the only thing that actually gets me in trouble with leadership. It's not my Teams' status being yellow for 5 hours a day, or my quote output, or my lack of desire to pursue cUlTuRe and CoLlAbOrAtIoN by driving 15 hours per week, it's my lack of desire to justify Dell's stupid investment into incompetent AI tools that add no objective value to anybody.
I know it sounds like hyperbole when you hear about folks talking about "Dell has changed." Though in reality, Dell actually has changed in a lot of ways, and every, single, one of those changes have been for the worse. And they get away with it because we flipped from an employee's market to an employer's market with the post-Covid tech crash in 2022ish that we still haven't recovered from.
It just really su-ks.
This needed a thread of its own. The OP is @ez+1kdne2h4c.
Heard it mention in regards to layoffs and I have no idea what it could be. Google says it has something to do with revenue growth rate and profit margin but that makes no sense whatsoever. And in case it's not obvious, I'm relatively new here (just under a year).
If you are thinking of quitting Xerox wait a couple of weeks, they are announcing new layoffs with enhanced payoffs.
I haven't seen anybody else announce cuts so early in the year. Aren't we special?
The town that the U.S. Navy built, then fractured when the base closed in 1996 -- Vallejo -- is about to be hit again with job and industry loss as the dry dock at the West Coast's oldest shipyard facility announced it will be undergoing major layoffs at Mare Island.
https://abc7news.com/post/mare-island-dry-dock-llc-vallejo-facing-layoffs-after-losing-large-us-coast-guard-contract/18339811/
I'm part of this middle-aged surplus they've created. I'm too young to retire and too old to feel like I can start over. The future I planned for my family (the security, the college funds, the stability) is gone. I feel like I've completely failed them. I'm honestly feeling like I'm at my lowest right now.
"At this time, the Company anticipated that workforce reductions will occur in phases, or waves over the coming months," the company wrote in the letter, which was signed by Lisa V. Chang, executive vice president and global chief people officer.
https://www.11alive.com/article/news/local/coca-cola-announces-plans-for-corporate-layoffs-in-atlanta/85-043a3b21-a30b-4c66-8603-0e9a953f8ced
They can only close so many stores before there’s nothing left to cut. At the pace they’re going, having ten stores left in five years would feel like a miracle. This really looks like a slow death by a thousand cuts for Macy’s.
I'm going to believe that we'll be spared layoffs at least for the first quarter of the year. It's better than being convinced otherwise and stressing over it nonstop. They'll most likely prove me wrong, but you never know. A little positivity never ki-led anybody.
Happy New Year. Kraft Heinz is a case study in what happens when cost discipline outpaces reinvestment. Years of cost-cutting and leadership churn weakened execution and blurred ownership, opening the door for faster, nimbler competitors.
For Nike, the lesson is simple: efficiency matters, but without sustained investment in product, talent, and clear accountability, competitive advantage slowly erodes. Stop the random reorgs.
This feels uncomfortably close to home. The WSJ’s “ How Kraft Heinz Lost Its Lock on Mac and Cheese—and American Shoppers” is worth reading.
--Kraft Heinz and the Mac-and-Cheese Reckoning
Kraft Heinz has all but owned the supermarket macaroni-and-cheese aisle for decades. So when the first boxes of an upscale brand called Goodles landed on store shelves in 2022, the company wasn’t especially worried.
A call went out in the Chicago headquarters to try it out. Employees bought a few boxes, cooked up the gooey meals in a corporate kitchen and dug in. The verdict: Goodles “Cheddy Mac” tasted good. Other flavors, the testers decided, needed work. The noodle texture was a bit iffy.
Kraft Heinz employees said the market-leading product was due for an upgrade, but with $1 billion worth of it selling every year, executives weren’t in a hurry. Deliberations stretched on for years: More protein? New flavors? More cheese? Goodles has now gobbled up 6% of the U.S. mac-and-cheese market, while Kraft Mac & Cheese is down to 39%, from 45% in 2022, according to data from market-research firm Circana.
When Kraft and Heinz, two of the biggest names in American food, merged in 2015, the combined company was supposed to breathe new life into old brands. Instead, years of cost cutting, underinvestment and corporate chaos left Kraft Heinz’s $26 billion food empire — home to bedrock brands like Heinz’s Tomato Ketchup, Philadelphia Cream Cheese and Kool-Aid — vulnerable to both buzzier premium ones and cheaper supermarket knockoffs.
Kraft Heinz sales have dropped for eight straight quarters. In September, the company said it would split in two, undoing the 2015 deal. Tensions flared in the company’s upper ranks. Many employees were uncertain who was calling the shots and which company they would end up working for, sowing further chaos. On Jan. 1, the company replaced its chief executive, Carlos Abrams-Rivera, with veteran food-company executive Steve Cahillane.
Big food companies are under siege, buffeted in recent years by heightened scrutiny of processed foods, consumer anger over soaring grocery bills and the growing popularity of weight-loss dr-gs.
Kraft Heinz executives overseeing a sprawling portfolio of cheese, cold cuts, lunch kits and boxed dinners face a dilemma shared by other legacy food companies: Fiddle with flagship products and risk losing the loyal customers who made them category killers, or stick with old formulas that don’t interest younger shoppers.
Cahillane, the new CEO, said in mid-December that the industry “is clearly in a challenging moment,” and that Kraft Heinz “has to meet the moment.”
Bankable Brand
Kraft mac and cheese, first sold in 1937 for 19 cents a box, was the creation of Chicago cheese monger James L. Kraft, who got his start selling cheese from a horse-drawn wagon. Marketed as a meal for four, it caught on during World War II, eventually finding broad success as a quick and convenient dinner for families.
For decades, it was one of the most bankable brands in food. After Warren Buffett and Brazilian private-equity firm 3G teamed up to buy ketchup heavyweight Heinz in 2013, they orchestrated a merger with Kraft, creating the world’s fifth-largest food company.
Though Kraft mac and cheese still ruled store shelves, and the company’s Velveeta Shells & Cheese also was a top seller, consumer tastes were shifting away from such processed foods toward fresher, healthier fare. Competition was mounting, with General Mills in 2014 acquiring Annie’s, which made an organic mac and cheese.
In an earnings call after the merger, Kraft Heinz executives called mac and cheese a turnaround opportunity. The company revamped the recipe in 2016, replacing artificial dyes with colors derived from natural sources.
Kraft Heinz executives, many of them from 3G, used an aggressive cost-cutting measure called zero-based budgeting, under which all expenses had to be justified anew each year. The company closed plants and laid off thousands of workers, reducing annual spending by nearly $2 billion. It said greater efficiency would free up resources to reinvest in its brands.
Dividends to stockholders jumped to $3.6 billion in 2016, from $1.3 billion the year before. Kraft Heinz boasted the highest operating profit margin among food companies.
But former employees and Wall Street analysts said the company lost experienced leaders and marketing, research and sales prowess. “On multiple levels, they depleted the organization,” said Rob Moskow, an analyst at TD Cowen.
Kraft Heinz struggled to shift from cost-cutting to growth mode. Executives who excelled at trimming costs faltered when it came to building brands, according to former executives and other employees, often leaving junior employees to increase sales of struggling products on slim budgets. In 2019, poor sales and accounting errors prompted the company to write down the value of its assets by $17 billion.
The company brought in a new CEO, Miguel Patricio, who pledged to reinvest in areas like marketing. Less than a year into his tenure, the pandemic hit, and homebound consumers flocked to familiar brands like Kraft mac and cheese. The company expanded manufacturing capacity to pump out more blue-and-orange containers of its signature product and other key offerings.
Kraft Heinz sales climbed by 5% in 2020, boosted by booming online orders. “We have sold nearly 90 million pounds of mac and cheese alone this year, which is equal to the weight of 41 Statues of Liberty,” said Abrams-Rivera, then Kraft Heinz’s president of its U.S. business, during a presentation to investors.
Mac-and-Cheese Challenge
A year earlier, Paul Earle had been walking the aisles of Chicago grocery stores with a notebook and pen when he stopped in front of the familiar blue wall of Kraft boxes.
The veteran consumer-goods entrepreneur had been assistant brand manager for Kraft mac and cheese during a short stint at the food giant starting in the late 1990s. At the time, Earle recalled, he thought the product could be made more nutritious to satisfy Americans’ growing appetite for healthy fare.
Earle had left Kraft and later launched several companies, including ones selling whisk-y and shampoo. At the time of his Chicago store visit, he was hunting for a new project.
He purchased several brands of mac and cheese, brought them home and cooked them. His 10-year-old son, Earle said, spat out a healthier variety from a Kraft competitor. Kraft’s classic version still tasted good and brought back fond memories, Earle said, but it didn’t appear much healthier than it was when he worked there. “I knew there was a way to do it better,” he said.
Earle approached Jen Zeszut, who had run baby food startup Cerebelly. They agreed Kraft Heinz had left the door wide open for a mac-and-cheese challenge.
Goodles, led by Zeszut, pitched itself as a fun, healthier take on an old classic. The company infused its noodles with protein and nutrients from spinach, pumpkin and kale, and said its ingredients and flavors warrant a price that is more than twice what Kraft’s sells for.
While Kraft Heinz and General Mills tried to appeal to children with noodles shaped like SpongeBob and Disney characters, Goodles targeted a different group. Earle and Zeszut believed many young adults were secretly eating mac and cheese, and others would too if it could shed its dorm-food vibe.
The pair sought help from Wonder Woman. Several years earlier, Zeszut had discussed a different business venture with Gal Gadot, an Israeli movie star who has played the superheroine on screen. The actress had passed on the earlier investment, but signed on when Zeszut pitched Goodles.
Gadot became a Goodles ambassador, posting videos of herself cooking and tasting the product for her more than 100 million Instagram followers. She said mac and cheese was her favorite comfort food in childhood, but that established brands weren’t healthy enough for her own four children.
Goodles caught on with consumers. Zeszut said retailers earned a higher profit on Goodles, turning them into fans, too. “It’s a higher-income consumer, it’s a younger demographic,” she said. “It’s exactly who they are trying to lure back to the center store.”
Slow Reaction
Goodles hit store shelves during Kraft Heinz’s pandemic bo-m, when its sales grew for many consecutive quarters. Kraft Heinz executives weren’t overly concerned about the new competition at first, former employees said. Kraft mac and cheese was the category’s leading brand by far, selling more than a million boxes a day.
There were other problems demanding attention. Mac and cheese was losing shoppers to other quick foods such as ramen, and many Kraft mac and cheese buyers were turning to less expensive store brands like Walmart’s Great Value.
Market-share shift, 2022–2025 (through Nov. 2):
Kraft Macaroni & Cheese: –6 percentage points
Goodles: +5 percentage points
Velveeta Shells & Cheese, Private Label, Annie’s: remainder
In 2022, a Kraft Heinz team proposed grabbing shoppers’ attention with more promotions, new flavors and a high-protein variety. Employees put together a proposal for new mac-and-cheese products, including ones using premium cheeses like Gruyere, Gouda and Parmesan, and herbs and spices.
Under a “design to value” approach the company had adopted, those employees needed to find corresponding cost cuts. They experimented internally with reducing the amount of cheese, mac and cheese’s costliest component, checking the effect on taste, texture, mouthfeel, cheesiness and “cling.”
A year later, another team made similar recommendations to executives, presenting sales data and retailer intelligence about Gen Z and millennial shoppers, many of whom were springing for premium versions. Health-focused options and new flavors like truffle and cacio e pepe, they said, could help coax back younger shoppers.
Executives faced other big troubles. Frequent restructuring and churn among employees led to shifting priorities, stalled projects and frustration among retailers. Brands such as Oscar Mayer and Maxwell House posed even bigger challenges than macaroni and cheese.
Kraft Heinz sales started dropping in late 2023. Consumers were fed up with inflation and hunting for deals. Patricio stepped down as CEO, turning over the job to Abrams-Rivera.
Executives were frustrated with Kraft mac and cheese, which continued to lose market share. Unhappy retailers wanted a growth strategy from Kraft, their biggest mac-and-cheese supplier. Costco wanted healthier products. Kraft Heinz’s sales employees were frustrated too, believing their suggestions had fallen on deaf ears.
Abrams-Rivera acknowledged the mac-and-cheese challenges in an October 2024 earnings call. “We have quite a bit of work to do, and meaningful improvement will take some time,” he told investors.
Employees drew up plans for new flavors, box sizes and store promotions. Internally, they declared 2025 the “year of mac and cheese.”
The company launched limited-edition flavors such as pizza, garlic Parmesan and, recently, apple pie, and jalapeño and ranch as permanent additions.
As part of a major initiative to boost its brands, Kraft Heinz ran more mac-and-cheese taste tests with consumers. Some results were disappointing, and executives told employees to fix it.
Diana Frost, the company’s chief growth officer for North America, said one conclusion was that the product billed in the 1990s as “the cheesiest” could use more cheese.
The company dialed up the cheese. It also introduced a bigger box that it says can feed a family of five for $2, and it updated its packaging to note the product doesn’t contain artificial flavors, preservatives or dyes.
In the 40 weeks ended Nov. 2, Kraft mac and cheese sales declined 4% from the year-earlier period, according to Circana data shared by industry analysts.
Abrams-Rivera said in October that mac and cheese was partly to blame for a 4% sales decline in the largest division of Kraft Heinz’s North America grocery unit. More recently, the company said Kraft mac and cheese sales in the four weeks ended Nov. 16 were up 4% from the year-earlier period.
“We know our brands better than we’ve ever known them,” Frost said. “We are not happy with where results are, but we’re seeing progress.”
The company said it plans to spend more than $60 million to boost Kraft mac and cheese in 2026, including the rollout of a higher-protein, higher-fiber variety that it said will be more affordable than competitors’ versions. It is also working on a premium line featuring fancier cheeses and noodles and bolder flavors.
When Kraft Heinz announced its planned breakup in September, executives said the mac-and-cheese business would be part of the new company focused on sauces, spreads and seasonings, not the other one selling grocery staples such as sliced cheese and deli meat.
Wall Street analysts have questioned the plan for Kraft mac and cheese. Cahillane, the incoming CEO who is slated to lead the sauces business, has said he may reassess the plans for the brands, including mac and cheese.
Newsweek posted this
https://www.newsweek.com/list-companies-layoffs-employees-january-11293493
The combined total of 75,000 full time employees with 50,000 at c1 and 25,000 at discover will lead to a 20% quota of employees to be fired in stack rankings, a total of 15,000 employees out in PIPs for termination with low or no severance.
They did the humane thing and waited until after the break.
Good luck with your job searches in the new year. Take care all.
Model E will be hit the hardest. Too many people in that org. Lots of LL6 who have no reports. Their roles are scheduled to be axed.
Oil price is declining. R&D being trimmed down to help achieve structural cost savings on target. Poor value delivery observed in emtech and IP walking out the door.
Attrition is not winding it down fast enough as hoped. Some hipos will be sent to business over next few months in prep.
Recommend requesting a move out of emtech if possible
American workers ideas and intellectual property is stolen when they are laid off. Then cheap H1Bs are hired to do the implementation. This is the turbo scam of our time.
There is a lot of internal chatter regarding the decision to have the CSTO lead LATAM Foods while maintaining the S&T lead. With a direct report structure of nearly 30 people already, many are asking how this serves the business rather than just consolidating power.
The Financial Questions
The S&T era under Athina’s direct leadership—along with Vikram and G-yatri—has seen a staggering level of spend.
• ROI Gap: Many within the org feel the billions spent on "transformation" haven't materialized into frontline efficiency.
• There is significant frustration over the lack of business justification for the heavy reliance on specific global tech and consulting partners.
The Offshore Oversight Issue
The "India and Mexico Hub" model - While local teams face budget freezes, we see:
• Lavish travel and spending from global hubs.
• A perceived lack of productivity, with local leads often picking up the slack for offshore teams working limited hours.
Culture & Leadership
Is the "PepsiCo Way" being applied at the top? The leadership style and treatment of partners during this spend-heavy era have been widely criticized internally. Instead of an audit into the financial results of S&T, we see a promotion to a CEO seat. How does this align with our goals of being a lean, accountable organization?
Happy new year everyone hope yall have a successful year getting out of OT and landing an actual job in a better / good company. I would say great but even good is better than OT. I will be interviewing over next two weeks. Good riddance OT. They don't know what's going to it them in next week or so. Good luck OT "leadership" trying to fix this.
Marketing redundancies got the axe middle of Q4 last year. The early February is the projected end date for LCCs per union members who received advanced notice — assuming they don’t relocate anyone or save support staff that’s cutting a lot of heads. Who else might go? Channel support? They don’t do a whole lot anyway other than redistribute PowerPoints someone else made…
In 2026, what companies are letting people go this year? 🥳
Please share whatever news 📰 you have.
Hopefully 2026 will be a better year.
To all of those who are treated like cattle sitting in small stalls all day while the elites sit in their offices with their doors closed…emerging once a day to say hi to the little people while deciding who to layoff off (mainly based on politics) God Bless You.
To all of you who sit in those offices who have never been laid off thinking you’re better than the rest filled with entitlement, arrogance and ignorance for not knowing how your decisions hurt others and the smugness of thinking you’ll never be laid off because you are somehow so invaluable…may 2026 be the year you yourself experiences this for the first time.
A layoff damages and impacts people in ways you can only know if you experience it first hand. It’s your turn.
2026 will be the last year of AT&T employment for many. Make the final weeks count.
Some parts of the government have been hit harder by mass firings and buyouts than others. The Partnership for Public Service found that just three agencies account for more than half of the total staff reductions in 2025: the Defense Department, which has lost more than 60,000 employees; the Treasury Department, which has lost more than 30,000; and the Department of Agriculture, which has lost more than 20,000.
https://time.com/7342386/trump-government-cuts-foreign-aid-health-climate-workers/
I’m definitely betting on more PIPs, setting up for it by completely unrealistic expectations, and most likely RTO as the now well-tested way to push people out.
May we all be happier, luckier, and less stressed. And may everyone who lost their job find something new and better soon.
Vacuum Technique said it will close its facility in Clackamas because of “changing business needs.” Seventy-eight jobs will be eliminated, according to a new filing with the state’s Higher Education Coordinating Commission.
The news comes after Purelight Power, a Medford-based solar company, told state officials last week that it will be shutting down operations and eliminating 109 jobs, including 84 in Medford.
https://www.msn.com/en-us/money/markets/2-major-oregon-employers-announce-mass-layoffs/ar-AA1TnldW
2026 looks to be another horrible year. 5 states removing soda from snap benefits, and more to come. Have you heard a plan to make that up, because I have not. No plan, no results, more layoffs.
You 4 day RTOers complained about not having enough parking and desk space. Well, all that is about to change. In the 1st quarter all of the inconsistents they've been handing out like candy will be used to cut thousands.
You heard that right. Thousands.
Then following that, the survivors will get the 5 day RTO or else threat. Those that violate the 5 day RTO will be PiP'd and fired.
The end game? As small of a SE Michigan salaried footprint as possible. And LCC replacements.
It's the new Ford. Where the vehicles will be assembled by American hourly workers, but designed by cheap foreign engineers. It's been moving that direction since 2019, and this will be the final blow to bring it all to reality.
Me? I'm retiring EOY after nearly 4 decades. I'm at a level that you can count on my knowing what I'm talking about.
GL2U all.
Tracking participants count #general Slack channel in Oracle One workspace, as the fastest available proxy indication of ongoing layoffs.
Regions outside IDC and NA usually have a significant delay when laid off people are disconnected from Slack (e.g. 1 month in Pacific regions, perhaps longer in some EU countries), so this is a floor estimate with additions reflected immediately, but reductions lagging behind on average.
I will post daily in comments on the count change and running current month total while this post is still on the first page.
P.S. Happy New Year!
Bankruptcy: more inevitable than Thanos.
Layoffs: a whole lot higher than 50% of the population.
Are you putting your career at risk at Intel ? What is your plan for next year?
2026 Q1 -
10% reduction in Technology lob