- Frequent Layoffs
Yearly and half yearly layoffs scheduled. No job security.
- Mass Hiring
There is no clear strategy defined properly. It will depend upon managers. This makes technical onboarding harder resulting in slower velocity for work.
The hiring standards are quite low and job specifications are compromised to fill the positions. Heard this specifically from Managers.
Need streamlined hiring process. Need proper screening, verifications and interviews.
- Frequent Reorgs
Managers, teams and responsibilities changed too frequently.
- Culture wise company has gone downwards in last 4 years.
The managers will bring the culture from the previous companies they worked with.
Also company needs to stop shoving political and geopolitical agendas.
- Administrative and Facilities people are rude, arrogant and unprofessional. They need good amount of training on culture and behaviour.
- First company where HRs are least involved. No interactions with employees or part of cultural events.
People Consultant personnel roams only with (so called) big shot people and does give appearances when leadership is visiting.
HRs definitely need training for interacting with "Human Resources". They have no interest in employee well being.
- Work from office should be mandatory for some staff like Administrative and Facilities, System and Support Admins and HRs.
- POSH training is must. Somehow everyone likes talking inappropriate especially double meanings gossip.
- Internal movements are harder for employees.
- Performance Improvement Program (PIP) is most misused and unused. (Used when not required and not used when required)
- The sole reason for product and revenue downfall is Product Management. Product Managers and Product Owners have no idea of what does Product do.
There are no strong decision makers. Product and feature releases depend upon other features or rather made dependent on each other sometimes when release timelines are not met.
The requirements are not clear and will keep changing till release.
- Architects need to look deep into the code and a mirror for self-reflection. They need to brainstorm, understand the design, approaches and solutions rather than choosing one of proposed solutions.
Also they can help tech leads when they get stuck, do some code reviews of designs and services. They need to be strong decision makers.
- Directors are one of a kind.
Truly egoistic and completely unaware about what’s happening at engineering levels.
Experienced I don’t care attitude from them and they are not inclusive.
They never discuss growth, purpose or career goals in meetings, only projects and timelines.
They are biased and always love favouritism.
They always rely on feedbacks of others rather than listening to employees side or trusting them and putting efforts to resolve the issues.
They never change their opinion about people they made, though people have tried to improve. They need to provide constructive feedback rather than vague "skills are not good feedback".
They need to understand that not announcing or clarifying things result in hush hush discussions and speculations, ultimately resulting in everyone's own point of view for the issues and internal conflicts.
Directors need to bring new good work.
The communication skills are quite poor. e.g.
- No promotions ever announced
- No mail after layoffs
- Not addressing employee concerns
- Managers truly like politics.
Biased, toxic and judgemental
Some of them like micro-managing
The only job of managers is keeping track of project timelines.
- Too much politics
- Biased, undeserved and political promotions
- Growth halted for some of really good employees.
The work model needs to be Hybrid, at least two / three days from office and two / three from home for engineering teams. Why ?
- Employee engagement and rapport building
- Discussions and meetings in office (resulting in less zoom)
- Some employees overloaded while some not working at all.
