Image credit: Grok/X

Meta, the parent company of Facebook, Instagram, and WhatsApp, is set to reduce approximately 5% of its global workforce as part of a plan to eliminate "low performers" more quickly.

The move, announced by CEO Mark Zuckerberg in a memo to employees, is expected to impact roughly 3,600 staff members across the company’s 72,000-person workforce.

Zuckerberg stated the decision aligns with plans for an "intense year" in 2025, emphasizing the need to maintain high-performing teams.

Workers in the U.S. will learn their status by Feb. 10, while employees in other countries will be notified at a later date. The company plans to backfill the roles later in the year, he said.

“This is going to be an intense year, and I want to make sure we have the best people on our teams,” Zuckerberg wrote. “I’ve decided to raise the bar on performance management and move out low performers faster.”

The performance-based cuts come as Meta accelerates its usual annual evaluation process. Affected employees will receive what Zuckerberg described as "generous severance packages."

This decision follows Meta’s earlier cost-cutting measures, including the elimination of 10,000 roles in 2023 during what Zuckerberg dubbed the "year of efficiency" and 11,000 positions in 2022.

Recent changes have also seen Meta scale back initiatives such as fact-checking and diversity programs, reflecting a broader overhaul of company operations.

Zuckerberg himself has been reshaping his public persona. In a recent podcast with Joe Rogan, he highlighted the importance of "masculine energy" in leadership and shared his enthusiasm for martial arts, which he said allows him to express a more competitive side.

“When you're fighting, it's like no — I'm going to crush the people I’m competing with,” he said, suggesting this outlook resonates with his leadership approach.

The latest job cuts signal Meta’s continued focus on efficiency and performance as it navigates a challenging tech landscape while positioning itself for growth in 2025.

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