Unclear and undirected initiatives for business growth:
Leadership will brainstorm and strategically plan ways to stimulate growth and target key stakeholders to execute. However, there’s way too many closed door meetings and not enough communication downstream to those who are essential to current processes of the product. Many times my team is presented with surprises which impact our work. We have to troubleshoot and adjust quickly somewhat often. There are no discussions or advance notice for how we can prepare for internal change.
Direct management needs improvement:
Not the fault of their own, but in my experience here, management is hard to get a hold of because of their busy schedules and numerous meetings each day. They struggle to keep up with day to day work because unnecessary hour long meetings are scheduled which can easily be avoided if there was better communication with teams outside of your department. It seems they have no way of knowing proper POCs to email.
HR processes are vague:
They do well to present how performance reviews and compensation are measured, but the decisions impacted by them are entirely at the disposal of HR, not your manager. They measure compensation relative to the market for your role for which you nor your manager can have a conversation about.
