Navigating Tech Layoffs

18 months ago, we laid off 70 people. Here’s how it went… We were burning too much. Hired too fast. It was our mistake. And we owned it. It was one of the hardest things I’ve done as a founder. But we tried to do it the right way. We spoke to each of the 70 people, personally. Told them what went wrong, why this decision had to be made, and how we’ll support them. We gave them 3 months’ notice. Helped with referrals, intros, job leads - anything that could help. 67 got placed before the notice period ended. For the 3 who didn’t, we gave 2 months’ extra salary. But look at what’s happening now - Over 120,000 people were laid off this year. And many of them didn’t even get a call. Some found out through a blocked email. Some were just removed from Slack in the middle of the day. That’s inhuman. Yes, layoffs happen. But how you handle them says everything about your culture. I know it’s tough to have these conversations, but this is what you signed up for when you became a founder. If you call someone “family” while hiring them, treat them like family when letting them go too. #HarshRealities

📱 My phone’s been blowing up lately—colleagues on both sides of the hiring game are venting about the same thing. Job seekers can’t land roles, and hiring managers can’t find people who actually stay. About half of my network who were job-hunting have found something, but the other half are still stuck in the grind. Meanwhile, companies tell me that even when they do make a hire, retention is a nightmare—new employees are bouncing within six months. The disconnect is real: companies are hiring, candidates are applying, but something is clearly broken. Traditional hiring—bloated job descriptions, ATS black holes, and never-ending interview rounds—is failing everyone. So, what needs to change? 🔄 Here’s what I’ve seen work: ✅ Ditch the ATS Dependence – Get back to human recruiting instead of relying on keyword filters. ✍️ Fix Job Descriptions – Make them clear, real, and relevant—cut the jargon. 🤝 Prioritize Personal Connections – Hiring managers should actively engage instead of passively posting. 🎯 Focus on Skills, Not Just Titles – Look at what candidates can actually do, not just where they’ve been. ⏳ Speed Up the Process – The best talent won’t wait around for a four-week approval cycle. 💬 Improve the Candidate Experience – Give real feedback and make the process transparent. Here’s a real-world fix I put in place: At a previous company, the hiring pipeline was a mess—ATS filters blocked great candidates, and the process dragged on. I introduced a referral-first hiring approach, tapping employees’ networks before posting publicly. We also replaced multiple early-stage screenings with a 30-minute call with the hiring manager. 📉 Time-to-hire dropped 35% 🎯 Quality of hires improved—better fits, fewer regrets 📈 Retention rates increased—candidates knew exactly what they were signing up for 🔑 Bottom line: Hiring is broken, but it doesn’t have to be. The best hires come through real connections, not algorithms. What’s been your biggest hiring (or job search) frustration lately? Drop a comment 👇 #Hiring #Recruiting #JobSearch #TalentStrategy #HR #FutureOfWork

They're saying the quiet part out loud: harsh RTO mandates are soft layoffs. A “wave of voluntary terminations that we welcome” is how Elon and Vivek describe their effort to force Federal workers back to the office 5 days a week. They're following in the footsteps of Amazon, The Washington Post and part of Dell Technologies, who've denied attrition as a goal while saying "we'll accept your resignation" if you're not willing to come back. Amazon, Dell and WaPo follow a common pattern: announce #layoffs, follow with a shift away from #flexibility, more layoffs, harsher shifts to #RTO. The term I've heard is "soft layoff." As Brit Morse and Emma Burleigh put it today in Fortune "it’s certainly cheaper than having to do layoffs and pay severance." If you look at big #tech firms, it's not hard to spot a relationship between larger layoffs and more harsh mandates: 🔴 Those that laid off 10% or more of their office workforce were more likely to follow with multiple rounds of mandates, or to reinforce them more often. 🟠 Google and Microsoft did smaller layoffs, already had #hybrid guidance in place. 🟢 / 🟡 Apple put out its #hybrid plan in early 2021, has stuck with it, with no notable layoffs. 🟢 NVIDIA and ServiceNow haven't done layoffs, and maintained a #flexible work policy. Amazon, Dell, WaPo and DOGE will get "voluntary" attrition: people who can't or won't go back 5 days a week, either choice or personal circumstances. Research shows that the people they lose are more likely to be top performers and those with more experience: they're marketable, more likely to have choices. "The employees who will quit in the face of a strict RTO policy are the very ones who are the most employable — the mid-career stars who will find it easiest to get another job." -- Sarah Green Carmichael in Bloomberg They'll also disproportionately "lose" caregivers, women, and those with disabilities. In the Federal government, add in veterans and military spouses. If that's what you want, that's what you'll get. But if you're a leader thinking about following their lead, realize that you're less likely to impact a few "slackers" than you are to lose top talent. 🔗 Links to Sarah Green Carmichael's excellent OpEd along with Emma Burleigh and Brit Morse's great work in comments.

"Top performers never get laid off" - the MOST RIDICULOUS statement I've seen this month on LinkedIn. 🙄 Yet, it got THOUSANDS of likes. Why? Because we LOVE comforting lies. Reality check: Even star employees can find themselves on the chopping block. Why? 1. Company pivots → Your skills might not fit the new direction 2. Office closures → Entire teams get axed, regardless of performance 3. Budget cuts → Sometimes it's a numbers game, not a talent game 4. Restructuring → Your role might disappear overnight The truth? Your performance matters, but it's not a bulletproof vest against layoffs. Remember when tech giants laid off THOUSANDS in 2022-2023? MANY were top-tier talent. So, what's the takeaway? 1. Your value isn't defined by a single job or company. It's about how you bounce back and evolve. 2. B* statements on LinkedIn tend to receive more likes than the truth. If you're currently on the job hunt, I sincerely wish you the best of luck in finding your new position soon! ✌

𝗦𝗼 𝗠𝗮𝗻𝘆 𝗣𝗲𝗼𝗽𝗹𝗲 𝗛𝗮𝘃𝗲 𝗔𝘀𝗸𝗲𝗱: 𝗛𝗼𝘄 𝗗𝗼 𝗜 𝗦𝘁𝗮𝗴𝗲 𝗠𝘆 𝗝𝗼𝗯 𝗦𝗲𝗮𝗿𝗰𝗵 𝗥𝗶𝗴𝗵𝘁 𝗡𝗼𝘄? With USAID downsizing and ripple effects hitting implementing partners, contractors, and global development orgs, the job market is brutal right now. So I’ve consolidated my best advice—specific to this moment. 1️⃣ 𝗧𝗮𝗸𝗲 𝗮 𝗕𝗿𝗲𝗮𝘁𝗵 𝗕𝗲𝗳𝗼𝗿𝗲 𝗝𝘂𝗺𝗽𝗶𝗻𝗴 𝗜𝗻. If you can afford it, pause before panic-applying. This wasn’t just a job—it was a mission. Layoffs hit hard. Take a moment to process, reflect, and reset before diving in. 2️⃣ 𝗧𝗵𝗶𝘀 𝗜𝘀 𝗮 𝗠𝗮𝗿𝗮𝘁𝗵𝗼𝗻, 𝗡𝗼𝘁 𝗮 𝗦𝗽𝗿𝗶𝗻𝘁. Most searches will take 6-12 months. Some organizations are quietly hiring, but many have paused new roles. Pace yourself. Overwhelming yourself in month one will make month six that much harder. 3️⃣ 𝗕𝘂𝗶𝗹𝗱 𝗮 𝗥𝗲𝗮𝗹 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝗦𝘆𝘀𝘁𝗲𝗺 (𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 “𝗡𝗲𝘁𝘄𝗼𝗿𝗸𝗶𝗻𝗴”). Job searching right now is exhausting. You need more than LinkedIn messages—you need a team in your corner. That might mean a career coach, a job search accountability group, or a Slack/WhatsApp community where you can be honest about the struggle. The Bloom, Career Pivot, Reconsidered - all great. 4️⃣ 𝗕𝗲 𝗦𝗲𝗹𝗲𝗰𝘁𝗶𝘃𝗲 𝗔𝗯𝗼𝘂𝘁 𝗪𝗵𝗲𝗿𝗲 𝗬𝗼𝘂 𝗔𝗽𝗽𝗹𝘆. There are too many job boards, too many postings, and too many applicants. Instead of throwing resumes everywhere, go where the real opportunities are. (Yes, I’m partial to ImpactSource dot ai, because it updates dynamically and auto matches you with roles—but whatever board you use, make sure it’s giving you real signal, not noise.) 5️⃣ 𝗦𝗸𝗶𝗽 𝘁𝗵𝗲 𝗦𝗵𝗼𝘁𝗴𝘂𝗻 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵—𝗜𝘁’𝘀 𝗮 𝗧𝗿𝗮𝗽. I see too many people applying to 100+ jobs and getting nowhere. Right now, the jobs being filled are often never even posted. Instead of panic-applying, target specific orgs, connect with insiders, and have real conversations. 6️⃣ 𝗨𝘀𝗲 𝗟𝗶𝗻𝗸𝗲𝗱𝗜𝗻 𝗳𝗼𝗿 𝗩𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗔𝗽𝗽𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻𝘀. Everyone is applying through LinkedIn. But not everyone is building credibility there. Try this: Post once a week. Share something about your expertise, your past work, or even your reflections on the job search. Visibility = Opportunity. 7️⃣ 𝗪𝗮𝗿𝗺 𝗜𝗻𝘁𝗿𝗼𝘀 > 𝗖𝗼𝗹𝗱 𝗔𝗽𝗽𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻𝘀. Most people get hired through connections, not job portals. Instead of applying blindly, reach out to people who know your work. Ask for warm introductions. Use first-degree LinkedIn connections wisely. 8️⃣ 𝗚𝗶𝘃𝗲 𝗕𝗲𝗳𝗼𝗿𝗲 𝗬𝗼𝘂 𝗔𝘀𝗸. Even in a job search, you have something to offer. Share job openings. Offer to review someone’s resume. Connect two people who should meet. Generosity opens doors. 9️⃣ 𝗦𝘁𝗮𝘆 𝗜𝗻 𝘁𝗵𝗲 𝗚𝗮𝗺𝗲—𝗧𝗵𝗶𝘀 𝗦𝗲𝗰𝘁𝗼𝗿 𝗦𝘁𝗶𝗹𝗹 𝗡𝗲𝗲𝗱𝘀 𝗬𝗼𝘂. The world needs your talents more than ever. 🔟 What’s been most helpful for you? Drop your advice in the comments. Sharing is CARING.

Stealth layoffs aren't just another corporate trend. They're the new normal. The trend I have started to notice: → Workday: 1,750 cuts for AI push → Dell: 25,000 cuts over two years → Autodesk: 9% cut amid "sales changes" → HPE: 5% cuts through "expected attrition" → Meta: Fired top performers despite claims → Google: Switched to quiet monthly reductions Despite record profits, headcount growth across these companies remains stagnant or shrinking. Traditional mass layoffs are being replaced by a more calculated approach. The new playbook is nearly invisible: → Performance reviews target even top performers → Gradual reduction through attrition and hiring freezes → RTO mandates designed to drive voluntary departures → Restructuring justified as "investing in AI" (Workday) Multiple strategies now run in parallel: → Expanding "span of control" (more direct reports) → Increasing technical-to-non-technical staff ratios → Strategic office closures and "space consolidation" → Cuts spread across quarters, not single events The impact goes far beyond headcount. When organizations flatten, everything changes: → Same output is expected from fewer employees → Institutional memory erodes with each departure → Decision-making concentrates among fewer people → Career paths narrow as management layers disappear For employees, navigating this change requires strategy. Here's how to build resilience: → Upskill aggressively: Focus on high-growth areas → Build cross-functional visibility: Network widely → Understand the metrics: Know your company targets → Maintain financial readiness: Build emergency funds → Manage your mindset: Don't let fear drive decisions The goal isn't surviving the next cut. It's positioning yourself to thrive regardless of organizational shifts. What we're witnessing isn't another corporate cost-cutting strategy; it's the fundamental rewiring of the employer-employee relationship. Those who recognize this shift will not just survive; they'll define success on your own terms

College graduates are now the most pessimistic workers in America. Only 19% in a new Gallup survey said now is a good time to find a quality job. That's lower than non-college-educated workers. And I think I know why. The path that felt safe for decades (study something technical, get the credential, build the hard skill) was written for a labor market that no longer exists. AI can now write code, analyze data, and produce outputs on demand. The skills that once separated you from the competition are now table stakes. What we're seeing at Lensa: the ones getting hired aren't always the most technically specialized. They're the ones who can think across domains, ask better questions, and articulate views that don't follow a formula. After two decades in this space, I'd argue the philosophy or history major may be building more lasting career capital right now than someone grinding through a CS curriculum. Technical skills matter. But now that anyone can access them, what really counts is judgment, taste, and the ability to synthesize messy information. 3 things worth doing if you're navigating this market: - Invest in the deeply human skills. Volunteer for the negotiation nobody wants to have. Take the client call instead of sending the email. These are reps, and your competition is outsourcing them to AI. - Treat your career like a portfolio, not a ladder. Find one adjacent field where your skills already translate and have three conversations with people working there. Stop looking for a job and start building a road map instead. - Quit optimizing only for what's in the job description. Pick a trend in your industry and post about it this week. Not for the likes or views, but because forming and sharing a POV is what gets you remembered. The college-educated workers struggling right made the best choices they could. But the rules have changed and it's time to update the advice. Link to study in comments. #jobs #hiring #AI Image: ©Gallup 2026

We made a deliberate choice on the Fortune stage: stop the AI blah blah .. have the real talk about people. AI transformation is fundamentally a people and process challenge. The tooling is the easy part. Leading well through it with genuine care for whether people succeed on the other side .. that's the hard part. Companies that invest in growing people alongside AI will outperform. Full stop. Here's what I do as a CEO: 1. Focus on skills, not severance. Investing in AI skills builds trust, reduces anxiety, and signals to your people that the future includes them. That's not altruism, it's strategy. 2. Tokens aren't a proxy for performance. Encourage AI for the right reasons. Look for what's working, stop what isn't, and always seek to understand why. The real learnings are in the why. 3. Judgment is not to be outsourced. AI gives you better data, broader visibility, more workforce intelligence. But not wisdom. The calls that matter most remain ours to make. Now we can make them as better-informed humans. Own your decisions. And on a personal note: Don't lose sight of how it feels to touch grass right now. Have real conversations. Don't be afraid of one that doesn't revolve around AI. Thank you Francine Katsoudas, Kristin Stoller, and Fortune COO Summit for the opportunity to have a great human conversation. https://lnkd.in/eeTPBDhS

I get asked how I transitioned from the classroom to tech - and this often comes from people feeling urgent; they need a new role in the next few weeks or before the start of the school year. But I didn't actually transition from the classroom to tech. I transitioned from the classroom ➡️ teacher development at a non-profit ➡️ recruitment at a school system ➡️ contract and consulting work with a variety of small orgs that included schools, HR tech, and ed tech ➡️ recruitment role at a non-profit ➡️ recruitment role in tech. I applied for my first role with a tech company in 2014, got my first interview in 2017, and my first offer in 2021. My advice: manage your expectations. I know that's not the popular advice that you hear, but personally, I believe in operating with a realistic understanding of the landscape you're in. - this is a competitive job market with negative job creation in tech - entry level/earlier career roles have been particularly impacted - layoffs have disproportionately impacted tech which means a lot of competition Instead of trying to land your dream job in a tough job market, consider how your next move can get you one step closer to your goal and you'll likely find success much more quickly. Here's where I would focus: - look at roles in districts, charter networks, and non-profits - your experience as a teacher and in your community will be an asset for these roles, and they'll often overlook other gaps in experience because they value your classroom experience. - within tech, prioritize ed tech, especially products you actually used; you could be well positioned to be a customer success manager for a product you know well as an example. Or look for roles working directly with educators on behalf of companies - for example a school partnerships role. - consider the industries where job creation is happening - manufacturing, construction, healthcare, social assistance; you're probably not going from the classroom to a remote L&D role with a tech company making $150k a year, but you can land an L&D role making $70k a year with a non-profit in your area. - get clear on what you actually want to do; I often hear people say they're "open to anything" but this isn't really going to be compelling to a company who has candidates with skills aligned to the roles they're applying for. Pick a few areas that you have the skills to do, and make a case for why your experience is a match. - highlight the transferrable skills that employers will care most about: Did you lead regular PD for other teachers? Partner with community orgs? Plan big events? These are skills that can map neatly onto roles companies are hiring for. - expand your networks beyond education; a lot of hiring happens through our networks. And even with all of this, it's still gonna be hard. Our systems aren't really set up to enable big career pivots. But if you're strategic and flexible, you can build a path to the job or lifestyle you want.

If Big Consulting Pushes Out the Builders, Who’s Left to Deliver? The AFR article on KPMG and EY demoting partners highlights a deeper problem inside large consulting firms: the people who actually build, solve, and deliver are often the most undervalued. At the partner level, there are usually two core profiles: those who sell and those who execute. A few can do both. Firms say they want the hybrid partner, but too often what they really reward is the polished account manager who owns the client relationship, gets credit for the sale, and gets credit again for the outcome, even when they weren’t the one doing the hard thinking or leading delivery. Meanwhile, the partners and senior leaders who are actually producing value, fixing problems, and getting projects over the line are measured by systems that tilt toward revenue capture, not real client impact. That creates a dangerous cycle: the best operators get sidelined, demoted, or leave. Then the firm loses capability, quality drops, and clients start getting more slideware, more vendor-led recommendations, and worse execution. I’m already seeing the fallout in AI programs: weak delivery, bad advice, and too much “consulting” that looks more like reselling for hyperscalers than objective guidance for clients. If large consulting firms keep rewarding image over substance, sales over delivery, and politics over capability, the brain drain will only accelerate. And once enough of the real builders are gone, reputation follows. The firms that win from here will be the ones that value execution, objectivity, and measurable outcomes as much as they value selling. #Consulting #Leadership #AI #DigitalTransformation #ProfessionalServices #ClientValue #Strategy #Execution #BigFour #ManagementConsulting KPMG and EY demote partners in end of job-for-life model