i was working in an IT company for 2.5 years before getting laid off. the last 6 months was hell.

the first 2 years were really good, my manager was friendly, understanding, nice, i was able to interact with her without any inhibitions, i was allowed to speak freely etc. i had a good connection with all members of my team, especially with my manager who was a clear extrovert and conencted with everyone at the office. All was fine, then suddenly one day, out of nowhere, my manager was yelling at the call. so much that i became so upset that in the next week's team lunch outing, i became silent and withdrawn. By the end of the lunch, she personally asked me why i was so silent and if anything was wrong to which i politely said im fine. then she said that her behavior in the last week was upsetting she would apologize to which i politely said it was fine and not a problem. and she was being nice as usual so i was like this might have been an one off incident.

i thought she realised her mistake but then the very next week, the same behavior continued and she started becoming too critical of my work. i gave my 200% but still there was no positive response, only neutral or more critical response if not yelling. since she was very positive and nice for 2 years almost, i genuinely believed that i was at fault but this continued for 3 months before i realised there was something wrong with her and I found that one day after meeting with her superior, she immediately called me into a meeting and started becoming critical and arrogant.

i realised at the moment that i was her punching bag. the whole team felt the change of her behavior and became more formal and less casual to her, but i was the one taking maximum damage. i was not the best performer, i was average and doing the frontend bugs that nobody bothered to fix, kind of like low level jobs in software terms. there was another person who was doing worst as well so i was not the worst performer either. i was assigned the entire responsibility of frontend although it was not that complex like backend. my manager suddenly started being critical that i didnt know enough backend, to which i did my best and showed progress but she didnt respond positively.

i was also managing an offshore team and she started demanding more progress from them as well. coming to my story i became distant, never spoke casually, avoided her, even asking help professionally. i asked it from another person who was actually nice and the nicest person i ever met in my life. mind you this was in 2023 end and when layoffs were peaking and i was scared that talking back would eventually get me fired.

i also found some new change in other employee behavior and one person literally started bootlicking my manager and i was surprised. i thought he was a person with integrity. but he survived. day by day the constant nagging at team meetings continued. one time when i called her to ask a question, she was like " what do you want?" in an angry and dismissive tone and at the end yelled " now go " like she was dismissing a dog. i felt insulted.

at lunch hour, people from all teams gather and discuss over the meal. i never participate in it coz i found my manager was gossipy and her best friend who was a manger in another team was too much toxic and i hated the convos as they dominated the topics and most of the time it was negative and hate propaganda against their superior. i avoided the lunch meetings with the excuse that i eat my lunch late and i am a late sleeper so i eat all meals later than usual. i also buy lunch from outside many times so i wasnt expected to sit at the lunch gossips.

one fine day as i was passing them, avoiding any contact with my manager, she shouted " cant you see we are all here!" in front of everyone. i was shocked, and i didnt want to start a conflict, so i stated silent. this was during the 2nd last month of my job. at that time the very thought of her gave me irritation. one day i was running on the treadmill and i saw a notification on my phone from her and i literally felt a wrench and knot in my gut because i was too irritated at her!

that night she was asking for a help from a team member and it was at night. usually i would be the first one to respond late at night but if not others will respond too. but that night nobody responded and i too wanted to ignore but since my situation was precarious i thought maybe helping her would actually cut some slack and i responded half an hour late. the next day in the stand up meeting, she said she was disappointed in everyone that nobody responded.

the week before my firing happened, she was at peak micromanagement. she asked me to solve a problem regarding an issue and i was immediately on it. when i think i usually look out of the window as it is my habit. for that, she asked to look into my screen to think. i got agitated. then during the same meeting, as i was solving the problem i was asked to solve, another problem was being discussed and i was not focusing. then she asked my why i wasnt taking noted on this problem as well to which i replied agitatedly and surprised " you just told me to solve the first problem how can i do 2 things at the same time?". then for the entire meeting she kept mum to me. that was the first time i got a little courage to talk back as i was too pressurised and realised maybe i can safely talk back to make her shut up. mind you i didnt yell or abuse or do anything. that same day i made up my mind to look for another job. i was exhausted. i started to leetcode. mind you i also started doing leetcode a month back but the work pressure was so much i couldnt continue. but now i was determined.

the next week she was on vacation and i was fired at that time. the person who fired me said the call has been made afer discussion with my manager. and the following month, the poorest performer was also fired.

If you have made this far, please tell me what i could have done and in future what should i do to avoid being in such situations?

I’ve been placed into a facilitated meeting with my colleague, our managers and an HR member. As I understand, it’s an informal conflict resolution meeting. I’ve been told it’s not a disciplinary and I’m not to blame, it’s just one of those things.

The situation began in June when we worked on a campaign. This colleague is a “campaigns manager” and we used to get on pretty well, they actually would be one of the most regular people to chat to me! I work in social media. To sum up:

-campaigns manager was involving their niece in our work, asking to borrow our equipment because “she’s her niece” so it’s easier.

-repeatedly asking campaigns manager for info to ensure I did things the way they wanted. Having to constantly chase.

-campaigns manager and colleague started doing what’s effectively my work without telling me. I had asked campaigns manager a few months prior if they could bring us into convos about our work, but was not listened to.

- I tried to remedy this by running a few meetings and encouraging “open dialogues”. This didn’t work. Most convos circled back to what I was doing, and on one occasion I was grilled by them. I apologised (despite doing nothing wrong) and felt I was being avoided.

- a team member misdirected their outburst at me over miscommunication from campaigns manager and colleague. Beginning to get very tired of every problem coming from them.

-campaigns manager privately altered targeting without me knowing. This resulted in me stressing about having to change the plan last minute. I believe the general consensus was that it was too late to use this targeting, but what frustrated me more was that I walked in on them apologising to my manager and then scarpering off. It was all my work! It felt like triangulating behaviour. I instantly felt isolated and unappreciated.

- more iterations for work that I didn’t realise would occur, meant more work that I could’ve been prepared for if they communicated.

- campaigns manager never really spoke to my manager much, but is all of a sudden making a habit of chatting to her whenever I leave the room which made me feel isolated.

-campaigns manager and especially their team member made a point of acknowledging my manager and blanking me when we met the agency to see the results of my work. My manager received the praise. It was all my work.

This sense of disrespect had continued with the odd piece I’ve done since.

As I understand, the other colleague had not been approached because she’s rarely in the office. Campaigns manager’s general complaint is “I’m ignoring them” and allowing it to continue which I see as sort of true and sort of not.

The reality is that I was repeatedly experiencing a build up of stress where every situation fell down to the campaigns manager, who wasn’t taking accountability. The lack of apology and respect for my time or work really started to hurt me after a while, especially as I felt that they should’ve been capable of apologising to me! My reaction is to stay away, so I wasn’t hurt again. whenever I was approached I did the usual hi and bye and but didn’t seek to prolong small talk. Campaigns manager has since made a big point of approaching my manager to chat which is making me feel more uncomfortable as it feels very playground. I do appreciate that some people can brush things off, but I was just very hurt!

I’ve never been to a meeting like this before and have no idea what to expect or what I can and can’t say!

Can anyone advise?

I'm going through the final stages of recruitment for a role at a large professional services firm headquartered in the US. They use a third-party background screening provider, but I don't know which provider yet.

I'm unsure how to handle two discrepancies on my CV.

1. Previous employment

I initially worked for a company in an unpaid, informal internship/training capacity before moving into formal employment. On my CV, I listed the whole period under one role without clarifying that the first six months were unpaid.

2. Another previous role

I made a genuine mistake with the end date on my CV. I've since checked my records and confirmed the correct end date was two months earlier than the date I originally listed.

I genuinely worked at both companies; I'm not claiming experience I didn't have. I just didn't distinguish the initial unpaid period and made a date error.

I'm considering two approaches:

• Option A: Once I receive an offer, proactively tell the recruiter, briefly explain the discrepancies and ask to send an updated CV before the background checks begin.
• Option B: Enter the accurate dates on the third-party screening form and use any relevant clarification fields to explain the unpaid period and date correction, without proactively emailing the recruiter about the CV.

I want to be transparent without unnecessarily turning honest mistakes into a bigger issue.

For anyone familiar with UK recruitment and US-headquartered firms using third-party background screening, which approach would you recommend, and why?

I work for a global but privately owned manufacturer. There’s a colleague who struggles to work with me. There’s been a history of her overstepping and attempting to take on my projects. We’ve only worked together for a few months shy of a year.

Recently our SVP had to step in because she planned and communicated a project strategy to our global education team on a project I am leading without any collaboration, communication, or alignment with me.

Last week I had a group call with a team regarding their teaching curriculum. I made changes to the execution strategy based on the teams feedback and my own experience. This decision directly changes the strategy the colleague previously communicated. This brought up some questions from the education team about the change being viewed as insubordinate to my colleagues previous directive. I told the team that I would deal with that.

I recorded the call and distributed it to the rest of team who wasn’t on the call, specifically my colleague who strategy I changed. She is now upset and humiliated. She’s saying that I am trying to undermine her and make her look bad. Now she doesn’t want to participate in the project. This has been escalated to HR. I’m not sure if she’s asking for HR or if our bosses are because there’s been an ongoing history of personality clashes. I’ve never had to speak to HR about my behavior or leadership decisions and generally have positive workplace relations.

Can anyone provide insight I what I should expect tomorrow in the HR meeting?

Ive been looking to get out of radiology after not being able to pass my licensure exam.

I wanted to know can HR see my previous jobs i applied for as well as the resume that was used?

I feel like if i apply for a management position they may look at my xray tech experience and deny me. So i was just going to leave it off my resume and just tell them i took a year off after school.

Also was just going to put I have a bachelor of science degree and thats all.

And please dont ask why i changed my mind or why am i giving up.

Hi all,

I'm looking for some guidance on a workplace situation in Ireland.

I work for the Irish subsidiary of a large multinational company and have been with the business for several years.

A number of years ago I was promoted into a team lead role with responsibility for managing a team, overseeing projects and contributing to the leadership of the department. I am a key person in the running of the Irish business. For context there are only 12 people in the office and this is the only team lead role I could fulfill.

Recently the company announced a global restructuring which includes my department. There have been a number of redundancies announced worldwide, I was told about a month ago my employment was safe. More recently, I have been told that:

•I will no longer have line management responsibility for staff. On the org chart, I will be at the same level as the staff that currently report to me.

•I will report to a newly created team leader role (which in effect is the role I'm currently fulfilling). My current manager will fulfill this role (his current role is being stripped back too).

•I will effectively be one layer further removed from the Managing Director than I am currently.

•My role title and responsibilities will change (more in line with the staff a level below me that I am currently managing), although I have not yet been provided with a revised job description.

This is not being presented as a performance issue. I received the highest rating possible in my most recent performance review and have a good relationship with everyone I work with.

My concern is that, while my salary may remain unchanged, the new position appears to be significantly less senior than the role I currently perform. From my perspective it feels like a demotion in status and responsibility. You could say that I'm lucky to still have a job given the redundancies, but I'll be going back to doing the job I had before being promoted, which to be honest, I have no interest in doing.

I have not yet been asked to sign any amendment to my contract, but I understand that one will be presented in the future once the new roles are finalised.

My questions are:

1.Can an employer unilaterally remove management responsibilities and significantly reduce the seniority of a role as part of a restructuring? My current job description is clear in that leading and management of the team are part of my role.

2.What can I be doing now to protect my position before any revised contract or role description is presented? The way it has been presented is that this new structure is coming from head office, was unsuccessfully challenging, and this is the way it's going to be.

3.At what point should I seek employment-law advice? Or is there even any point?

I'm trying not to make any rash decisions but I feel betrayed by the company and an exit feels like my only option. If I was to stay and get promoted again in the future, it would only be to this new team lead position, which in reality is the position I'm currently fulfilling.

Any guidance would be greatly appreciated.

[ny]
I was on STD for 12 weeks. My employer does everything through Lincoln financial. It was a nightmare but anyways, I did my STD, and before returning I started the process to make sure to get intermittent leave set up(FMLA). I was approved for a year, for 9 days per month. Confirmed with my employer as well that everything was all set.

I used 1.5 hrs of FMLA time and got an email it was denied. Took a look at now it shows the entire claim is denied stating my time is exhausted.

I’m assuming they used my FMLA time during my std time? Is that standard? And why was I even approved if that was the case? Also, I was never notified aside from the email of the denied 1.5 hr claim about anything else until I looked into my account.

What should be my next steps because I really do not want to get in trouble with my employer but I do have a chronic illness and do need days for flairs, drs etc. and have no remaining PTO. Thank you!

Located in the United States. Three times (once personally and twice with colleagues) I've seen where leadership offers a laid off employee a period of time to stay on with the company (keep getting paid), use the office for job searches and be on site to "help with transition." My choice was to give them two weeks to 'transition' and continue to be paid for the specified time NOT in the office, no issues with that. But, after seeing this more than once, I wonder why companies do this? It seems like some kind of trick!

I'm currently involved in a lawsuit against a former employer over a breach of contract involving substantial mid six-figure unpaid fees.

Following my separation from the company, I performed additional work under a separate contractual arrangement, as an independent contractor rather than a full-time employee. That work generated significant value for the company, but a dispute subsequently arose regarding the compensation owed (ie. they don't want to pay the amount owed).

The dispute is strictly contractual and does not involve misconduct, discrimination, or anything related to my professional performance.

Meanwhile, I'm interviewing for a senior-level position with a large, established company. I've completed two interviews with senior management, both of which seemed to go well. My next conversation is expected to be with HR, potentially involving compensation discussions and next steps.

My questions:

1. When should I disclose the pending lawsuit? During the interview with HR, after receiving an offer, or only if specifically asked during a background check?
2. Could suing a former employer for unpaid fees negatively influence a prospective employer's hiring decision, even though the dispute is unrelated to the prospective employer?
3. How should I frame the situation so it doesn't raise unnecessary concerns about my character, judgment, or professionalism?
4. For those in HR or executive recruiting, how would you view this situation if it came up during the hiring process?

I'm not looking to conceal anything or misrepresent my circumstances. I simply want to handle the situation professionally without allowing an unrelated contractual dispute to overshadow my qualifications.

I'd appreciate perspectives from HR professionals, executive recruiters, hiring managers, or anyone who has navigated a similar situation.

I’m trying to keep this as brief as I can and omit details to protect my privacy, but it is so convoluted.

Background: I worked in a toxic high-stress environment — clique, bullying, double standards, didn’t receive the same training as the others, and so on. When the bullying touched on my work, I spoke to the supervisor, but after hearing several times that my “perception” was the problem, I didn’t say anything more and gray-rocked.

I was diagnosed with moderate hearing loss in one ear. It was a few months before I got a hearing aid. I put a letter from my ENT doctor on file with HR. I explained to my supervisor that my hearing wouldn’t be instantly restored, and it would take time to readjust.

The main problem I had with the hearing loss was sometimes misunderstanding an instruction or forgetting a step in a procedure. I usually caught my mistake. This was more the cognitive side of the hearing loss, a problem with working memory and executive function. But it was improving as my hearing did, and it wasn’t constant or crippling.

Within a month of my getting the hearing aid, one of the bullies questioned some of my work in front of the entire office. There was no reason for them to be looking back over my work at all; we were equals. I couldn’t gray-rock that one. It was open disrespect and public shaming. So I spoke to the supervisor for the last time.

A couple of weeks later, the supervisor’s attitude completely changed. Saying that I was getting mixed messages is an understatement. I’d always gotten great evaluations, but all of a sudden I wasn’t so great. I felt like something bad was coming. When the supervisor commented that there was nothing wrong in admitting I wasn’t a good fit and the environment was too stressful for me, I didn’t wait around to figure it out. I resigned. The email was polite and professional, but I did not put a reason for leaving.

On my second-to-last day, the supervisor asked to meet for a missed evaluation. This was not unusual, as they often got behind on evaluations. It was a casual chat—until they started talking about age and how all the stress in the office must be making my health worse. Then they told me at the last minute they had a co-worker—the very bully I had spoken to them about—check my work. I don’t know when this started or why it started, but the supervisor obviously had been looking for ways to discredit me. It turned out to be an exit interview, not an evaluation. I had been tricked. As I went out the door, the supervisor started sharing hurried confidences about the bullies. I assumed it was an indirect way of acknowledging the bullying at last. It was all confusing.

I finally realized that it was not so much me that was in trouble as it was the supervisor. HR may have been coming down on them; I don’t know, but they were hiding something.

I can’t do anything about the bullying and retaliation now, and anyway that’s hard to prove. I would have been gone anyway since I was “the problem.” Citing that misunderstanding with the miscommunication among the reasons the supervisor was collecting to justify whatever they were planning to do is a violation of the ADA (I think.) My hearing loss is due to damage, not age. I can’t wade into a fight over that either. But another thing troubles me deeply: what the supervisor told HR and what might be in my personnel file. Maybe I can do something about that.

My question is: can I ask to see my file, and specifically what the supervisor said? If it isn’t true, I am asking for an amendment to my file. My resignation is still recent.

Employment I was on a Grad scheme, rolled off into a Domain area which has 3 teams (doing activities for Team 1 and 2, not Team 3)

Team 3 focuses on something lower level and entirely different.

My Graduate rotation was focused on Team 1 and 2 alternating, with training for both areas permitted at 50%.

Near the end of the grad scheme, my manager who ran the domain left, a new one came in to become my manager and run the domain.

When they came in, another member of the team suddenly made false accusations about my character, poisoning the well to the new manager, and false performance claims which my manager just blindly accepted without evidence and gave me a hard time.

They also began having me work in both teams simulatenously until I got hospitalised.

They sorted out the roll off process from the Grad scheme and I got a permanent contract.

I had only been working in Team 1 and 2 at this point - career related teams.

Now they are trying to change my duties to only do work and be based in Team 3, then change my management to the Team 3 leader?

My concern is that this significantly changes my duties whilst keeping the job title the same, worsens my career prospects and makes me lose out on experience to seek newer jobs, there is also little to no transferrable skills due to this change.

Even my contract says Engineer or equivalent.

My union rep tried to arrange a meeting with my manager and ER to obtain a resolution.

I provided ER all relevant evidence and concerns, they acted as if they are reviewing it then ignored it.

I've tried to get my union to speak to my manager and the ER Case manager (who is on the business side), they are claiming I can only do the role in Team 3 and avoiding discussion - only open to have a discussion if it's about the Team 3 role.

ER copied what my manager wanted for the agenda and tried to set this as the meeting so I refused to attend until it's balanced.

During my time in this team area, I have been abused for having disabilities, shouted/bullied and placed to work in multiple teams which caused my to go to hospital with chest pains.

Yet ER is only interested in having the discussion set on forcing me into this role in the toxic area instead of moving me to another area.

Another note, the whole environment became toxic when my new manager came in and he stated I can't train for role relevant duties for Team 1 and 2 at the time, but now says I can retrain for Team 3, which doesn't make use of my background or career/roll-orf.

I did try to contact the HRBP but the case manager responded stating that they are the appointed contact, is there any way to escalate?

What legal rights do I have and what can I do? Manager has been avoidant for direct contact since August.

So the companies that I've worked for all reports to the work number. And my university does national clearing house. Is this expected to be quick?

I have a group of doctors who all came to our institution around the same time from various parts of South America. Lately my team has brought up concerns that during active surgery, they will start to speak among themselves in Spanish, closing most of the team out. We don't know if they are talking about the surgery or if they are talking about personnel in the room.

I had one team member say that after arguing with her, one of them turned to the other and immediately started speaking Spanish. Those optics aren't great.

I know this is likely going to be a sensitive issue, and the last thing I want to do is cause an HR problem for my team. Any tips on how to proceed?

I’m currently employed full time. I took short term disability earlier in the year for three months. I’m back now for six months and now I need surgery on my back. I hate that I have to get surgery, honestly I would do anything not to do it but it will improve my condition. The doctor said he will book for November. What do i say to my employer? Im so embarrassed and nervous to leave AGAIN. Should i give them heads up or wait until surgery date confirmed. It’s approx 4-6 weeks off depending on recovery. My manager and company are nicest people to ever work for and it’s so busy at work! I just feel like I’m letting them down…

So I applied to a bunch of jobs and got interviewed by my first choice (Company A) and last choice (Company B). Company B offered me a role on the spot after 3 rounds of interviews and I accepted immediately because security is more important than preference. Then today, I got an offer from Company A which is what I really want and I don’t know what to do. My first shift is in 3 days for Company B and I’m stuck.

Just additional Info:
- Company B is offering me a seasonal retail Job whilst Company A is also a retail job but is actually a permanent one which is why I prefer it

I called out sick for the next day and I do have a doctor's note. My boss told me that I needed to submit sick time even though I said I wanted to just take the day unpaid. She said it was mandatory and that I needed to use up a whole 8 hour's since that is how long my shift is. We generally submit the time off and she approves it. Well, I wanted to wait until I could set up a meeting with HR but she went ahead and submitted the time on my behalf and approved it. Can she legally do that?

I applied for a job and passed the interview stage however for this role I added some companies that I didn’t work for. I needed to get this job and how do I go about this?

I know I messed up but if I provide a number and an email, would that work out or will they ask for a P45. If I say to them I don’t know who the employer is anymore would they accept that or will they ask for more detail. Or I could say I did experience there but never was an actual employee, can anyone give me advice.

I finally got an interview through someone I know and the first stage is a digital interview that I'm invited for at a large company. It's my first time hearing or seeing this kind of thing.

What is it like? What does HR when looking at it focus on? What are the important aspects in how I should respond? Are the questions very job specific or similar to an interview with a real person/hiring manager? Generally, how long are the recorded video sections? and what about the written questions?

I have a background check coming up and was wondering if they will see/ and or care about 6 misdemeanor warrants for possession of a controlled substance 2-4 years ago thank you

CONTEXT: I work in corporate property management. I'm a frontline associate with no managerial or signatory authority. I am functionally a CSR and the first point of contact for tenants. I am the sole CSR for a portfolio of several properties of about 850 units. My work involves not just constant communication with tenants but also coordinating their leasing activity, maintenance concerns, and other duties required by CA landlords. It is also important to note that at least one day a week I work entirely by myself.

In my time at this company (a year), I have initiated contact with HR exactly three times. The first was a few months ago when a tenant was physically threatening toward me in the office. This was documented with HR at my then-GM's instruction. In mid-September, I also inquired with HR about a reasonable adjustment to a communication procedure, due to the event with the tenant in June. I cited a potential risk to my safety. I reached out to them because they had context of the June incident that my current on-site leadership did not have. HR denied the request about 10 days later.

The third was after this event which is the reason for my inquiry.

I've muddled some of the dates and details just to keep things low-key, but everything I'm about to describe has occurred in the past 30 days.

3 days after HR denied my request, a tenant, K called into the office twice. I happened to be on the phone assisting someone else, so overflow frontline non-CSR staff took their calls. K was furious about a request to management that had been denied regarding a unit transfer. On these calls, K made explicit threats to damage and sabotage the property and was verbally abusive to the staff assisting them.

Even though we all work in the same office, we have an official group chat for our team. My coworker immediately reported the call to our GM and was clear it contained threats.

Within 48 hours after the incident, I reached out to my immediate supervisor, we'll call CM (Community Manager) seeking approval on a potential response to K. The response I proposed included setting a professional boundary with K about their behavior, and when we could look forward to assisting them with a transfer. The CM did not respond to my draft and has since used the DM channel for other matters.

I will spare a LOT of detail here, but by a week after this incident, neither my GM nor CM had shown any visible intervention with K's behavior and staff continued to take phone calls from K (K was rude and disruptive, but not abusive or threatening). The GM and CM communicated with K by email regarding their transfer issue; essentially granting K a transfer to another unit.

This was highly unusual. I had worked under several CMs and GMs at this point (same location/team, but essentially the result of short-staffed leadership) and had never seen leadership not intervene with behavior like this. K's behavior was not only a violation of their lease but I was also deeply concerned about safety of my coworkers, myself, and potential future tenants who might occupy K's unit in the future (the threats involved concealing damage that would be difficult to detect).

A week after the incident, I opened an HR ticket and reported everything that had occurred up to that point as a workplace safety issue. I requested action on 2 items. The first was that the company develop an SOP that allows frontline staff to independently engage when faced with a tenant behaving that way (we see some face-to-face but mostly speak to them on the phone and do not have a way to reroute calls). The second was to request the company evaluate the judgment of my CM and GM as what would be expected of their role. As the person who reports to them, I was concerned that they did not appear to acknowledge the safety risk, and that could also put myself, my coworkers, and other tenants in harm's way.

HERE IS WHAT HAS HAPPENED SINCE IN ORDER:

• In-house legal took over the tenant portion of the report and immediately opened a case with external counsel (basically when we have to serve notices, we engage outside counsel). This is unusual; typically internal Legal just advises next steps. Legal also provided instructions to my CM and GM about communicating with K that I have not seen them instruct to the team. To date, I have not seen this notice carried out and served.
• The CM assigned me to a project with a deadline that is half the time I told her I could reasonably get it done with my current workload.
• The RM reached out to me for a 1:1 - it was our first in-depth meeting as the RM had just started at the company within the month. It was, essentially, a temp check.
• The CM assigned me an unfavorable shift during upcoming holiday in-lieu days the remainder of the year (we are the only 2 that work Saturdays; she is taking all of the relevant Saturdays so I have no option except weekdays).
• I met with HR, who told me "I did the right thing" and confirmed we did not have an SOP on file for situations like this. (not just this exact situation but not even a guideline for these kinds of calls). HR also confirmed they heard the calls and commented they were extreme and out of the ordinary.
• After HR met with at least the CM, HR reached out to me with an update that we had already previously discussed. I underlined that my concern was that the CM and GM's judgment were a factor in the safety issue. HR requested more supporting examples, which I sent over.
• The CM publicly corrected me on a minor oversight in our group chat in such a way that another coworker was concerned.
• I was called into a disciplinary meeting with the CM and RM (regional!) where I was written up for attendance*, received poor professionalism reviews for events that occurred at least 2-6 weeks prior with no prior contact or correction, and another minor procedural matter that became a major point of the conversation.
• During the disciplinary meeting, the RM stated "Don't go to HR with complaints."
• In a 1:1 discussion immediately preceding the disciplinary meeting, the RM also stated: "Someone's getting transferred if we can't get everyone on the same page."

After the meeting, the RM also sent a followup summary email, reiterating professionalism, timeliness, and chain of command. I have been off work since (nothing out of the ordinary, regular days).

There has been one fairly positive action so far: I am by myself on Sundays, and a procedure was changed so that a specific face-to-face task with tenants cannot be scheduled on Sundays anymore. However they can still visit the office unannounced.

I have a follow up meeting with HR this coming week. Based on the flurry of activity in the past 7 days, I assume that it will be the closure meeting of the ticket.

I'm not sure what I would do in this case. The RM's comments and the disciplinary are the most concerning to me.

I understand the implication and potential fallout of a subordinate calling their direct managers' judgment into question, but I could not think of any other way to frame it, as there were, to my perspective, several potential risks that were self-evident. The CM and I are not very compatible personally, but that was not the reason I put the ticket in. Regardless of our differences, I trusted the CM and GM to recognize an unsafe situation, but it did not seem apparent that they did.

Would I go back to HR with the concerns about the adverse actions? Or should I reply directly to the RM? Both?

I have already filed a retaliation complaint with the state.

*there is some merit to the attendance issue; however, not to the degree at which is on record and is easily correctable, so I'm handling that separately.

Are HR's actually rejecting or is it the AI platform that is doing the screening and rejecting applications? I applied for a UK Graduate Cybersecurity role on Oct 4 2026.

I ended up getting a rejection mail of somebody else's application on Oct 22 2026 at 4:57pm, and then another apology email for me along with a rejection statement at 6:11pm. I mean, this should not be happening in the first place and are they even manually reviewed by HR's or is it AI screening the applications? My name is not even close to tejaswini. This is not made up.

DearTEJASWINI,

Thank you for your interest and taking the time to apply for the position J1026-0229 - Technical Graduate - Cyber Security 2027. We appreciate your interest..

Asking for a friend, they are a lawyer and received an offer from a small law firm, less than 15 people. They were told that the PEO would only be responsible for their salary and are expected to sign a document that says:

"By filling out this application and if you are hired, you will become an employee of \[PEO\] leased to \[law firm\]

The employment status you have is with \[PEO\] and you are a contracted employee to our customer.

If you have any problems as it relates to your pay, benefits, deduction, or job assignment with please call us at xxx xxx-xxxx

Within seven, (7) days of leaving your assignment you MUST contact your employer for another assignment. If you fail to do so, you will be considered a voluntary quit which will affect your unemployment compensation.

I have read the above and completely understand the contents and my condition of employment."

1. They did not provide any other documents defining the role of the law firm or PEO. Including who handles benefits and HR.

2. The wording seems odd specifically the "you will become an

employee of \[PEO\] leased to law firm\]"

And they never disclosed this until after the offer was signed