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In the months leading up to this I wasn't working on anything important. The larger project felt doomed to fail or get canceled (it was canceled) . My boss also told me I'm not autonomous enough and that I need to find my own projects.
Also another huge risk is if you are a manager of 1 or 2 people. You are not a manager you are a layer. If you are a manager of many "managers" of 1 or 2 people this is doubley true.
While tech experts are often different, if you are an individual contributor with an absurd comp given your actual technical skills, beware.
AMA!
Always apply for jobs, even if you are sure you will not be fired. It's like going to the gym every week and keeping your six pack. Don't wait to be fired, be always looking. Do the interviews, get to the final interview and then decide whether to proceed or not.
So I've been a consultant and helped companies do huge layoffs, starting from the top down. The lesson is you are NEVER safe unless you are the owner of the company. I've put many a 20 year veteran who was an SVP of etc etc on the chopping block. Also another huge risk is if you are a manager of 1 or 2 people. You are not a manager you are a layer. If you are a manager of many "managers" of 1 or 2 people this is doub…
Are there any roles or departments, relevant to this audience, that are particularly safe?
I imagine you cut mostly from loss-centres as with profit centres you can tell who is making and who isn't, right?
Who hires and who do you present your recommendations to, what are their decision criteria?
Very generous of you to do this. I really appreciate it.
Thanks in advance.
Edit: Grammar and manners
So I've been a consultant and helped companies do huge layoffs, starting from the top down. The lesson is you are NEVER safe unless you are the owner of the company. I've put many a 20 year veteran who was an SVP of etc etc on the chopping block. Also another huge risk is if you are a manager of 1 or 2 people. You are not a manager you are a layer. If you are a manager of many "managers" of 1 or 2 people this is doub…
Is there anything that signals this person is high-value? Are there any roles or departments, relevant to this audience, that are particularly safe? I imagine you cut mostly from loss-centres as with profit centres you can tell who is making and who isn't, right? Who hires and who do you present your recommendations to, what are their decision criteria? Very generous of you to do this. I really appreciate it. Thanks…
2. Loss centers are too simplistic. I mean, hr is a loss center but you still need it. But the question you should ask yourself every day is "am I making the company money today?" If the answer to that is not a clear yes, figure out how to get yourself to that point.
3. Your relationship to your manager matters. And your relationship to your manager's manager. Your job is to always make them look good. If you have conflict....well...
4. I worked for CEO. We would often (and ideally) do this from top down, where we literally reshaped the team that reported to CEO. (And fired members of the current team which didn't find a seat.) Then we would cascade the process layer by layer.
5. Because layers are choosing the layers below them, and often "pulling up" to reduce expensive and useless managers, being a good contributor really matters
6. Sometimes none of this matters. You are in a whole division that is shut down. Tough luck.
7. If you are in a company which is laying off bottom layer people without a huge reduction in middle management. Leave. It is terribly managed. Usually the "workers" are not the problem, it is the huge number of relatively useless middle and mid senior management who are much more costly. Ideally they should go first.
1. We were owned by a PE company. I should have been more alert if no other reason, but this.
2. Company was banking on a strategy that wasn’t working. Not to go too much into what was happening, but the company had some established legacy products that most of the customers were still using. However majority of the hiring and work being done was all-in on there new suite of software under which the whole company revolved. However they were seeing very little adoption . I worked very close to customers and what I saw was that customers just did not want the new software. I didn’t do what they wanted and was filled to the brim with buzzword-tier features and concepts that no one really cared about.
3. There were a few signs my manager mentioned to me after the layoffs, but I hadn’t been paying too much attention to. There were some sudden reorg choices that didn’t affect me too much, but more than that, there was a seemingly desperate rebrand announced some time before. It didn’t make sense to me at the time, but in the context of 2) it seems more clear. There were also a number of curious lower level executive departures in the months prior.
It was a small SaaS company and they ended up dumping around half of us in late 2022. Not sure what they’re up to now. They’ve done yet another rebrand since and little information remains regarding the old company name and endeavors.
Here is a bit of advice from 20 years in IT: Always apply for jobs, even if you are sure you will not be fired. It's like going to the gym every week and keeping your six pack. Don't wait to be fired, be always looking. Do the interviews, get to the final interview and then decide whether to proceed or not.
So I've been a consultant and helped companies do huge layoffs, starting from the top down. The lesson is you are NEVER safe unless you are the owner of the company. I've put many a 20 year veteran who was an SVP of etc etc on the chopping block. Also another huge risk is if you are a manager of 1 or 2 people. You are not a manager you are a layer. If you are a manager of many "managers" of 1 or 2 people this is doub…
Also, in your opinion what is an absurd salary?
So I've been a consultant and helped companies do huge layoffs, starting from the top down. The lesson is you are NEVER safe unless you are the owner of the company. I've put many a 20 year veteran who was an SVP of etc etc on the chopping block. Also another huge risk is if you are a manager of 1 or 2 people. You are not a manager you are a layer. If you are a manager of many "managers" of 1 or 2 people this is doub…
Thanks. How are tech experts/IC different? Can you explain? Also, in your opinion what is an absurd salary?
The question to ask is "am I building the product that is being sold, and is the value I add a 10x in terms of revenue?"
I hesitate to give a comp number as I've never been inside FAANG, but more inside large corp. But anything over $500k you definitely are always being looked at there.
I had less and less to do. The company had pivoted, still had no revenue, and my job function was less necessary. I was hunting for work within in the org, but was remote so was operating at a disadvantage. I would ask the product manager for work, then do it (typically an integration and documentation) then ask for more. It got to the point where my manager asked me to stop bugging the product manager. I felt a vagu…
> I had less and less to do. me, or the team, or the team next to us.. when people would go from 'busy' to 'got nothing to do 4h per day for the past month'.
I also noticed that companies start to cut down on seemingly unnoticeable stuff, (laugh if you want) quality of choices of coffee go down, quality of hand soap, toilet paper, napkins is degraded/replaced, ordering notepads takes 1 more signature and 2 more weeks, and other small pet peeves that suddenly appear.