Constant nonsensical reorganizations (at least 2 per year) affecting many teams; often large parts of teams split (30-50%) or multiple individuals move to unrelated teams.
Salary increases were very low, even for top performers (1-4%).
A 180-degree change with Return to Office (5 days a week) after public claims that Dell is focused on remote work for the future. Some teams (mostly sales) received this without warning (a change from 3 to 5 days), with the change starting next week. RTO was also applied to members whose colleagues are all in different countries.
The big open office was completely filled after the return to office. It’s hard to work for teams where multiple people are on calls most of the time.
Communication from top management is very dishonest and chaotic.
Multiple years of hiring freeze and constant firing (headcount went from ~133,000 in 2023 to ~108,000 at the start of 2025, and this continues this year).
Morale is at rock bottom.
Large increase in workload. Many people are burning out.
Results from internal employee surveys are ignored.
Promotions are very rare — success and saving the company thousands of dollars is rewarded with more work and maybe a shout-out and coupons worth a few dollars. It’s really not worth being a top performer in this company.
If you don’t believe it, grab some popcorn and read some of the THOUSANDS of comments on thelayoff.com/dell.
Care for your employees. Once the job market improves, you will see the real price of war against your own employees.
The interview process for an engineering role included: * An initial phone screen * A technical interview with problem-solving questions * A final interview to assess cultural fit and discuss salary and benefits.
The interviews were conducted over the phone, as the hiring managers were not locally based yet. There were a total of three phone interviews, each stretching for almost an hour.
I knew a former employee who had good working relationships with several hiring managers. Therefore, I submitted my resume and interviewed shortly thereafter. Phone and in-person interviews ultimately led to an offer.
The interview process for an engineering role included: * An initial phone screen * A technical interview with problem-solving questions * A final interview to assess cultural fit and discuss salary and benefits.
The interviews were conducted over the phone, as the hiring managers were not locally based yet. There were a total of three phone interviews, each stretching for almost an hour.
I knew a former employee who had good working relationships with several hiring managers. Therefore, I submitted my resume and interviewed shortly thereafter. Phone and in-person interviews ultimately led to an offer.