- Promotions feel impossible to trust. We’re told decisions are based on metrics, but recent promotions directly contradicted the dashboards. High performers were passed over while someone with significantly lower performance numbers was promoted, justified with vague claims of “extra initiatives.” It’s hard to stay motivated when effort and results don’t seem to matter.
-Flexibility is inconsistent and unfair. HR promises flexibility, but what employees actually get depends entirely on their manager. Some allow reasonable flexibility; others shut it down completely. Same job, same team, completely different rules — confusing and demoralizing.
-Information is unevenly shared. Some managers communicate transparently, while others hold back key information, leaving their teams constantly scrambling and at a disadvantage. Success shouldn’t depend on which manager you randomly end up with.
-Internal focus is oddly leader-centric instead of business-focused. Internal dashboards and initiatives were recently built around an acronym created from a Customer Success director’s name. On top of that, an HR training included quiz questions about random personal habits of a CS director from India — material that had nothing to do with skill-building, performance, or customer outcomes. It felt out of place and unnecessary.
-Politics outweigh performance. Internal alignment and visibility seem to carry more weight than actual results. It’s hard to believe in a merit culture when politics drive key decisions.
