Overhead reductions severely handicap training opportunities (I do mine at lunch to avoid using overhead). Tuition reimbursement is very restricted and, therefore, not so helpful. It's a huge company -- sometimes it makes employees feel like 'just a number'. Rewards and Recognition bonus program is limited by managers who don't always pass along the kudos (whether with or without monetary bonus). It can be difficult to get the office supplies needed due to overhead reductions. Project managers are not always trained thoroughly on processes, and there is a significant lack of 'process' documents to guide projects from pursuit to closeout. Sales staff often do not remain involved in pursuits...there is an air of 'here, take this' and then they are gone. Continuity and consistency are serious challenges lately, and it is trickling down into every department. It can be very difficult to find out proper chains of leadership/management to know who to go to for direction. Human resource, IT, and payroll issues are routed through online or 1-800 type call centers, making it impersonal and challenging to get urgent needs taken care of. There is an expectation that, if your project manager is 24/7/365, you should be, too. Work/life balances are achieved in some offices and not others. There is no consistency from office to office in perks, benefits, communications, expectations, etc. Some of the issues described here are long-standing, and I do believe the current CEO may be working to change them.
