Starting May 12, Starbucks baristas across the U.S. will have to follow a stricter dress code—one that’s already stirring up controversy among employees.

Under the updated guidelines, employees must wear solid black shirts and khaki, black, or blue denim bottoms. Shirts can be short- or long-sleeved, and either collared or collarless. To help ease the transition, the company is providing two free T-shirts to each barista.

According to Starbucks, the move is about consistency and customer connection. The company says the simplified dress code will make its iconic green apron pop more and create a more familiar, welcoming environment for customers.

“By updating our dress code, we can deliver a more consistent coffeehouse experience that will also bring simpler and clearer guidance to our partners,” Starbucks said in a blog post. “That means they can focus on what matters most: crafting great beverages and fostering connections with customers.”

The change is part of Starbucks’ broader effort to improve the in-store experience after years of shifting customer expectations and operational challenges.

But not all baristas are thrilled. Starbucks Workers United, the union representing employees at over 550 unionized locations, says the company is jumping the gun. The group claims it already negotiated a tentative dress code agreement with Starbucks and is pushing back against any unilateral changes before a final labor agreement is reached.

“Instead of addressing the most pressing issues baristas have been raising for years, Starbucks is prioritizing a limiting dress code that won’t improve the company’s operation,” said Jasmine Leli, a barista and union delegate.
“They’re forcing baristas to pay for new clothes when we’re struggling as it is on Starbucks wages and without guaranteed hours.”

The new rules mark a pivot from the more relaxed approach Starbucks adopted in recent years. Back in 2016, the company broadened its dress code to allow more self-expression, adding gray, navy, dark denim, and brown shirt options—along with tasteful patterns. In 2019, it even permitted employees to wear a single facial piercing, which is still allowed under the new policy.

Now, Starbucks appears to be dialing things back in the name of consistency.

Source: AP News – Starbucks imposes new limits on what baristas can wear under their green aprons

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In an effort to reshape the federal workforce, the Trump administration has announced a new buyout program for nearly all federal employees, including those working remotely. This initiative, aimed at getting workers back to in-person offices, offers a “deferred resignation” option with a generous payout. The window to opt into the program runs from January 28 to February 6.

Buyout Details and the Push for In-Office Work

Since the beginning of his term, President Donald Trump has been focused on increasing efficiency within the government. One of his early directives required federal employees who have been working remotely to return to the office.

White House Press Secretary Karoline Leavitt addressed this initiative on Tuesday, emphasizing the administration’s commitment to improving government productivity:

“After four years of incompetence and failure, President Trump is committed to making our government efficient and productive again. American taxpayers pay for the salaries of federal government employees and deserve workers who show up in our federal buildings, also paid for by taxpayers.”

She continued:

“If they don’t want to work in the office and contribute to making America great again, then they are free to choose a different line of work. The Trump administration will provide a very generous payout of eight months.”

Government-Wide Email Sent to Federal Employees

To ensure all federal workers were aware of the changes, a government-wide email was sent on Tuesday outlining the Trump administration’s plan.

The email highlighted four key pillars aimed at restoring accountability within the federal government:

1. Return to in-person work
2. Accountability for employees with policy-making authority
3. Restored accountability for senior executives
4. Reform of the federal hiring process based on merit

A senior administration official commented on the email, saying:

“We’re five years past COVID, and just 6 percent of federal employees work full-time in-office. That is unacceptable.”

Requirements for Remote Workers

The new plan requires that most federal employees who have been working remotely since the COVID-19 pandemic return to their offices five days a week. The email also mentioned possible office relocations as part of a broader consolidation effort.

The administration expressed gratitude to those already working in person, acknowledging their “renewed focus” on serving the American people. However, it also made clear that continued employment could not be guaranteed for those who refused to comply with the new directives.

Deferred Resignation Program for Employees Who Opt-Out

For employees who do not wish to return to the office, the Trump administration introduced a “deferred resignation” program, which allows them to leave the federal workforce with a dignified, fair departure.

The program, available from January 28 to February 6, offers several benefits to those who choose to resign:

• Eight months of pay
• Continued benefits, regardless of workload
• Exemption from in-person work requirements until September 30, 2025

Exclusions from the Buyout Program

It is important to note that the buyout offer does not apply to military personnel, U.S. Postal Service employees, positions related to immigration enforcement and national security, or any other positions excluded by individual federal agencies.

Source

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Meta is preparing to cut around 5% of its workforce, with a focus on its lowest-performing employees, CNBC confirmed on Tuesday. CEO Mark Zuckerberg informed staff about the decision in an internal memo posted on the company’s Workplace forum.

Zuckerberg emphasized that 2025 would be an “intense year” for the company, urging the team to step up performance and align with Meta’s future goals. The company plans to exit approximately 5% of its lowest-performing staff. Meta, which employs over 72,000 people, will notify affected workers by February 10. Employees let go will receive severance packages, similar to those offered during previous layoffs.

These upcoming cuts mark Meta’s largest reduction since 2022-2023, when it eliminated nearly a quarter of its workforce—21,000 jobs—due to restructuring efforts. Bloomberg was the first to report on the cuts, which come after other significant operational changes within Meta.

In addition to the layoffs, Zuckerberg has made waves in other areas, particularly with the company’s approach to content moderation. Last week, Meta announced the end of its third-party fact-checking program in favor of a “Community Notes” model, similar to that used on Elon Musk’s platform X. Zuckerberg shared that this shift reflects a cultural pivot toward prioritizing free speech, aiming to reduce errors, simplify policies, and restore open expression.

Below is the full internal memo from Mark Zuckerberg, obtained by CNBC:

Meta is working on some of the most important technologies in the world, from AI to the next generation of glasses and social media. As we face an intense year ahead, I want to ensure we have the best people on our teams.

To that end, I’ve decided to raise the bar on performance management and move out low performers more quickly. In the past, we’ve given employees up to a year to meet expectations, but now we’re making more performance-based cuts during this cycle, with the intention to backfill these roles in 2025.

We will not let go of everyone who didn’t meet expectations if we see potential for improvement. For those impacted, we’ll provide generous severance, consistent with our previous layoffs.

Managers will receive further guidance ahead of calibrations. Affected employees will be notified by February 10 (later for those outside the U.S.).

Meta’s decision to streamline its workforce is aimed at aligning with its broader vision for the future and improving the overall performance of its teams in the face of an increasingly competitive tech landscape.

Source

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After years of working from home, the idea of returning to the office full-time in 2025 feels daunting for many workers. Jason LaCroix, a senior systems engineer in Atlanta, knows this well. For five years, he worked remotely, balancing his job with the care of his young children, including his son who suffered a serious brain injury. However, after being laid off last year, his new role requires him to commute three hours daily and spend four days a week in the office. “It’s important for me to be there for my kids, especially after everything we’ve been through,” said LaCroix.

As employees from companies like Amazon, AT&T, and others are being called back to the office, the transition can be overwhelming. President-elect Donald Trump even threatened to fire federal workers who refuse to return. The pandemic changed the way many people work, and now workers must adjust once again.

For those navigating this shift, experts offer strategies to cope with the changes and manage the complexities of balancing work and home life.

1. Seek Flexibility

Flexibility can ease the transition back to the office. Mark Ma, a professor at the University of Pittsburgh, suggests companies consider an “employee-choice” approach where teams decide how many days they should work in the office together. If this isn’t feasible, employees can request flexible hours to help ease the commute or accommodate personal needs.

LaCroix, for example, adjusted his work hours by leaving home at 5 a.m. and returning by 2 p.m., allowing him to spend time with his children after school while minimizing time spent in traffic. Shavon Terrell-Camper, a therapist, recommends employees have open conversations with managers to discuss personal needs and seek flexible solutions where possible.

2. Communicate Your Needs

For some workers, returning to the office is complicated by health conditions. Kyle Ankney, a public relations strategist with cerebral palsy, needs assistance from a nurse multiple times a day. Working in an office simply isn’t an option for him. “I would love to work in the office if I could,” said Ankney, “but I need a nurse at home.”

Ankney suggests being transparent with employers about any health or personal circumstances that may affect the ability to work on-site. It can be difficult to bring up personal issues in a professional setting, but openness can help in finding a suitable arrangement.

3. Weigh Your Options

Returning to the office may not be an easy decision. For many, it may involve a long commute, which can feel like a heavy burden, especially in today’s volatile job market. Attorney Holly Keerikatte, who faced a long commute while working at a hospital, found herself choosing between two job offers: one fully remote and one that required an office presence. The remote role paid less, but Keerikatte chose it to have more time with her family. “My primary driver is what’s best for my family,” she said.

Employees are encouraged to evaluate their options carefully and make decisions that align with their personal and professional priorities.

4. Find the Positives

Although returning to the office may feel like a challenge, there are opportunities for positive experiences. Face-to-face interactions foster stronger relationships, spark new ideas, and help prevent misunderstandings. Friendships can develop as colleagues take coffee breaks together, and in-person conversations can often lead to breakthroughs that wouldn’t have happened in a remote setting.

Employers can also support employees during this transition by offering team-building activities or discussion forums where employees can share tips and strategies for adjusting to the new work environment.

Deborah Ann DeSnoo, a video director in Japan, emphasizes the value of in-person connection, saying, “You can read the air in a different way and find solutions that wouldn’t be possible over Zoom.”

5. Be Transparent

Open, honest conversations are key. Experts advise being upfront with employers about any concerns or needs related to the transition. Whether it’s seeking flexibility, adjusting hours, or negotiating a hybrid work arrangement, clear communication is crucial to navigating the challenges that come with returning to the office.

Returning to the office can be a challenging adjustment, but with the right strategies, flexibility, and open communication, employees can successfully navigate this transition. By prioritizing work-life balance and embracing the positives, individuals can make this new chapter a more manageable and fulfilling experience.

Source

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