Behind the scenes, the level of organizational dysfunction has become deeply concerning. Several experienced, high-performing HR professionals have been either laid off or reassigned. The practice of calling employees and releasing them immediately has unfortunately become routine executed with little notice, minimal compassion, and no transparency. While the company may justify these decisions as necessary and legally sound, the way they’ve been carried out raises serious ethical and moral concerns. It has felt heartless.
The newly appointed Chief People Officer (C-level) and broader HR leadership have introduced a leadership style that prioritizes data and operations over people. While a strong operational lens has its place, their limited background in core HR principles, labor law, and people leadership has led to decisions that feel disconnected from the real needs of employees. The approach comes across as rigid, top-down, and lacking emotional intelligence or collaboration.
One of the most significant shifts has been the reversion to a more traditional, compliance-heavy HR model, abandoning the progressive, people-first culture that once made this company special. The result has been a breakdown of trust, a surge in turnover, and a growing sense of disillusionment within the HR function. Layoffs have been handled abruptly and without transparent communication, leaving remaining employees feeling disposable and uncertain about their future.
Notably, the CPO has been openly anti-remote work, despite the demonstrated success of distributed teams. The return-to-office mandate appears to be a backdoor strategy for reducing headcount, with the expectation that employees unwilling or unable to relocate or commute will eventually opt out. This stance has alienated many employees who value flexibility and work-life balance, something that was once a cornerstone of the company’s culture.
HR’s role has also been diminished. Rather than acting as a strategic partner and advocate for people, the function has become reactive and compliance-focused. Performance Improvement Plans are being used less as developmental tools and more as formalities leading to exits. This shift is disheartening for those of us who joined to do thoughtful, people-centered work.
Adding to the concern is a widespread disregard for work-life balance. Leadership has demonstrated minimal empathy for employees navigating high workloads, family responsibilities, and personal wellbeing. Flexibility is waning, and burnout is rising across teams.
This company once prided itself on being an inclusive, forward-thinking workplace. Sadly, that identity is fading fast. For professionals seeking a stable, supportive environment where innovation and people matter, this may no longer be the place. Your HR tagline is Because People Matter but it is proven to be untrue.
