Dynamic Environment and Many Opportunities - Operations Manager LHH Employee Review

autonomy, collaboration, transparency, employee value

lots of changes, market issues, confusion

LHH has a recognizable brand and some genuinely talented employees. I built strong client relationships and worked with people who understood the staffing business. Those strengths were increasingly overshadowed by poor leadership decisions

The company is deeply unstable. Constant restructuring, leadership turnover, shifting expectations, and repeated strategy changes make it difficult to build anything sustainable. People are placed into leadership roles without the experience, judgment, or market knowledge required to lead seasoned staffing professionals. Instead of learning from experienced producers, some leaders rely on micromanagement, activity metrics, and internal reporting to demonstrate control. Autonomy has been stripped away, valuable business-development tools have been removed, and decisions are frequently made by people who appear disconnected from local markets and client relationships. The company confuses activity with results. Employees are pressured to meet arbitrary metrics while the actual work of developing business, retaining clients, and maintaining long-term relationships is undervalued. Experienced employees continue to leave, taking institutional knowledge and client trust with them. Those who remain are expected to absorb more work with fewer resources and less support. The culture became reactive, inconsistent, political, and distrustful. Strong performers were scrutinized rather than supported, while leadership was rarely held accountable for turnover, damaged morale, or declining market presence.