"The phrase 'let's take this offline' or 'can we hop on a quick call?' is 100% just corporate code for 'what I'm about to say is a liability.'"

Angelica Martinez is the Latine Editorial Lead at BuzzFeed and covers a little bit of everything, from quizzes and true crime to celebrities and pop culture.

Note: Secrets have also been sourced from this similar thread and this Quora thread. 

"Yeah, I had a company owner argue with me that he definitely did not have (and was not going to pay for) enough storage to keep emails basically forever. Took me a second to realize this wasn't about storage space."

"This is every restaurant. We don't get PTO or sick days, and if we don't get work, we don't get paid. If we do try to call out sick, we can lose our jobs.

If you see a visibly ill employee in a restaurant, chances are at least half the staff are sick."

"By making it unlimited, people are actually less likely to take PTO because there is no visible allotment or expiration. Plus, if they let you go, there isn't a vacation payout they have to do since there isn't a defined number of hours."

"It’s not a benefit — it’s a cost-cutting measure."

"I agreed with the nurses and other staff who thought the vultures were disgusting and repulsive. It really hit me as I witnessed the trauma team save a life one night. I watched them celebrate as the frustrated vultures balked and questioned the patient's prognosis. Then the vultures began telling the surgeon about the girl who needed the patient's heart. The surgeon put them in their place and threatened to ban them from his OR if they ever acted like that again."

GREY'S ANATOMY, l-r: Ellen Pompeo, Chandra Wilson, Sandra Oh in 'Walking On A Dream' (Season 9, Episode 12, aired January 24, 2013), 2005-, ph: Kelsey McNeal/©ABC/courtesy Everett Collection

"Their IT systems are held together by duct tape and bubble gum (at best). Programs are constantly underfunded and under-maintained. Trillions of dollars flow through these systems daily. It's absurd to think about, and shocking to see in action."

"We know that your pet got into your weed, and we truly don’t care. Seriously. Just be honest.

We operate on a triage basis (sicker things are seen first, regardless of how long others have been waiting). If you’re a shitty person and you’re constantly up front complaining to staff about the wait times/the decor/why there isn’t enough staff, being difficult in other ways, being dismissive to the non-doctors, AND your pet is stable and has been triaged similarly to another pet that came in around the same time, we’re not picking up your file until we have to. Sooo much of my job involves giving bad news, talking to emotional people who often take out their feelings on those around them, and having to defend the costs of emergency care and surgery, that I’m not going to eagerly jump into taking a file for someone who’s being difficult before they’ve even been spoken to."

"I had a VP who would respond to detailed emails by walking over to my desk just to say 'approved' out loud. I honestly thought he was just old and hated typing, but he was literally dodging the paper trail. The phrase 'let's take this offline' or 'can we hop on a quick call?' is 100% just corporate code for 'what I'm about to say is a liability.'"

"I've seen the CEO of a record company personally walk a new artist he is backing into every branch office of the distribution company and demand/order/cajole/entice/ threaten every person in the company that this artist will be the next big thing, or else...only to have their new album go absolutely nowhere, at all. And I've seen it happen many times.

The truth is, the general approach is the old 'toss as many against the wall as possible, and see what sticks' strategy. It's an extremely expensive method. Back in the 90s, it cost over $250,000 just to launch a new artist, and probably only 10% went anywhere, and an even smaller percentage had any real success.

I've seen awful acts get famous, and great ones disappear. It has nothing to do with talent, or the experience of the enormous entertainment machine. The people in the biz can get the logistics right, and keep the product moving, but recognizing, choosing, and developing talent is all literally nothing but luck."

"Teachers are talking about it. All the time. But mainly to other teachers. No one else wants to talk about it. Administrators and higher-ups don't want to acknowledge it because then they'd have to fix it. Parents don't want to acknowledge it because then they'd have to put in effort in parenting their kids."

"This is the same for smaller corporations, too. Most jobs, to be honest. I'm aware of more than one person who got hired because they already knew someone. The job was posted publicly because it was a legal requirement. There was no intention of hiring anyone who applied though, though; they already knew who was getting hired."

"True! The reason they/we throw away donations? 80% of the stuff people donate is completely unusable due to stains, broken or missing parts, being filthy, bugs, smells, etc. No, no one wants your old coat that 'just needs the zipper fixed' or your kids' broken toys."

real bed bug on wool knitwear, good details on enlarge view

"If one game we can't change pays out four tickets on average and the number we want to reach is fix, for instance, I would adjust another game that can be adjusted to seven or eight to compensate, because the boss only cares about the average payout as a whole, not on the individual games (unless it's really high or low).

If a game is cheating you out of tickets, we probably did that on purpose to compensate for something else. This also goes for the claw machine. We can control how often it pays out.

Tickets can be bought for one penny per ticket. If you drop a quarter into a token machine, if it doesn't pay you 25 tickets, you're better off just buying tickets."

"Told a coworker why that was not a good idea, and she told the guy, who came by every Friday after that with five brand new Wii remotes out of the packaging. We'd watch him open them in the parking lot. Again, all fine according to the district manager."

"The doctor usually has no idea what time they are coming, either. Source: I am a doctor in a hospital. 

We actually have very little control over our time. Patient urgencies/emergencies happen, unexpected phone calls and documentation required by insurance companies, general questions from the many other people caring for the patients… throw in general administrative duties and meetings that you don’t want to be in but are mandatory, and time just disappears."

"They all use the same one or two brands, which are in the know, exclusive, and beyond expensive. The kind of skin care that’s made individually in a private luxury lab and not in some industrial factory in San Bernardino."

Note: Submissions have been edited for length, clarity, and anonymity.