First/second line managers:
Some managers really do not recognize the talent they have in their hands and in this environment they cannot afford to lose even more of their best workers. On the worst teams a handful of people are doing the majority of the work…and these are the exact employees that the worst managers are either bypassing for promos or completely alienating. Most high-performing employees I know are dissatisfied with their role/comp/manager and looking to find a better role elsewhere. There is disincentive to produce quality work when it's the yes men and those with a ton of outside help who are getting the big promos and recognition. Even worse is seeing the incompetent managers enabled with even more resources and recognition that empower them to keep making the same mistakes that have driven away all the high performers and swung the door wide open for incompetence to take over this workplace.
Be "open":
The company is not open despite the “open company“ facade it tries to project to employees. It's sad when there is more transparency found reading the company's mandatory SEC filings…case in point the last 10k…than at the company's all hands. The kool-aid HR is telling managers to force feed their employees during this company turmoil is a big joke. They are in complete denial and don't realize that good managers cannot trickle down bogus HR talk to the ICs when they themselves have the exact same concerns and questions that HR comms are not addressing in their comms around comp and other topics.
Merger:
This company is just a couple years away from becoming a b-school M&A course case study on results when mergers are rushed and corners are cut. We all hear these great stories internally and externally about how well the merger is going, wanting to integrate products/systems as fast as possible, logical pairing of 2 companies, etc…but how much is it costing us, and is it really going well? We've lost count how many of the competent people have left, and months after merger we still see crowds of consultants dressed in fancy clothing. There's supposedly a team working on the post-merger integration, but I don't feel like we get many substantial updates about what they're accomplishing - goes with the "openness" from above.
Management seems to know but refuse to acknowledge that employees are frustrated that their postmerger workload has increased, comp has gone down -why stay when other companies will pay higher base and not have a stock price that has fallen when the entire market hasn’t- and nothing is being done to address the culture clash after the merger. Reality is, the Hortonworks and Cloudera employees have different working styles. It feels like a culture free-for-all right now - what exactly is being done and is there even an actionable strategy to close the gap beyond "training to deal with change“ and free t-shirts? I've had hours sucked away in meetings so some opportunistic people can quickly stake their post merger power, and the company enables this behavior to continue by doing nothing about it. I have reached the point where I am no longer paid for a job that I was hired to do because my time is sucked into a political mess. I dread going to work every day and I’m sure many others do as well.
