Thread regarding Fidelity National Information Services Inc. layoffs

@hs the C suite members will never understand the experience of showing up to the ER with a family member needing care and being told that the deductible has not been met, the bill is $3000.00, due now. Even if they did, that is what Stephanie pays for a sweater.

What continues to astonish me is how disconnected the TPO leadership team appears to be from reality.

At various XLT meetings, we’ve been told:

• “Our pay and benefits are competitive” — based on employee surveys with low participation.
• “Employees would recommend us as a great place to work” — again, based on surveys with limited engagement.
• “We’re committed to retaining top talent” — yet we’ve watched high performers leave or be eliminated through RIFs.
• “We support career growth” — unless you’re not in a designated strategic location. Qualified internal candidates have been passed over simply because of where they live, not because of their capabilities.
• “We’re a global company” — while continuing to centralize most senior roles in Jacksonville.
• “We’re hiring for the future” — while simultaneously canceling or closing open positions.

The problem isn’t the messaging, it’s the credibility. When leadership repeatedly says one thing while employees experience the exact opposite, trust erodes. At some point, leaders have to stop measuring success by the slides they present and start measuring it by the reality their employees live every day.

@dr This seems to be a common theme in many departments. Management has no idea what work is being done, how it gets done, or who is doing it. They make changes because of some buzzword or “industry standard”. And anyone that offers a different opinion (even if they’re the ones doing the work) is just being problematic and they’re accused of not “embracing change”.

@d1 Bob’s whole sales pitch was “HR as a service”, however he never actually spoke anyone without an SVP title. He had no idea the scope of work local HR did, complex issues that could have been easily resolved in a 5 minute call, chat, or office pop in.

I’m sorry that you’re all dealing with the consequences of these decisions. Many TPO employees warned leadership that something like this was going to happen, but they were all blown off as being disgruntled.

From speaking with TPO leadership, they feel the same way. Apparently there were promises from BT that TPO would have easy to find resources, agents, and a seamless ticketing experience - this was told to them prior to most of TPO being RIF’d/outsourced in September/October. None of that materialized, so now the work that the RIF’d people were doing has fallen on TPO managers/directors. Same thing in legal.
Managers, directors, vps across the firm are being forced to reduce cost and lay people off, then they have to deal with the consequences and additional workload. I believe that no matter where mid level leaders are within the firm, their workload has expanded by 3-5x over the past year.

Yes, chat help us useless. Ask a question and it will give you links that don't answer the question. Open a ticket and you still won't get an answer. No one to actually talk with if you have follow up questions. Horrible

@OP The aspect Bob overlooked or chose to ignore is that the company is global. And local support is critical. A lot of employees have managers in other states or countries and can’t help on some of the problems we face. With this so-called leadership, who’s going to follow them?

Yeah, Bob termed basically all the local TPO contacts last year. He doesn’t care that people actually needed them and the rest of TPO is struggling without that essential group. He and the rest of the leadership are so disconnected from reality, it’s beyond disturbing.