The company is currently experiencing significant instability in management and operations, which directly impacts employees.
Following recent leadership changes, there was widespread confusion about basic processes such as scheduling approvals, shift coverage, and reporting structure. Longstanding workflows suddenly changed, but clear guidance was not provided. Employees were expected to adapt immediately without consistent communication.
Our only interaction with management was through email, given they are based 4 hours away. Management cannot explain lapse in what is outlined in emails and what is actually enforced, creating an accountability valley.
Disciplinary actions were handled in a way that felt retroactive rather than corrective. Multiple warnings were entered into the system without direct communication, and I was only made aware of them all at once immediately prior to termination. This eliminated any realistic opportunity to improve or address concerns.
Situations outside of employee control were still used in performance evaluations. For example, operational issues such as a known fuel card outage and delayed dispatch timing were acknowledged but ultimately still counted against the crew.
There also appeared to be a disconnect between dispatch, field staff, and management expectations. Shifts that were openly posted and filled through dispatch communication were later treated as unauthorized, despite prior attempts to follow the appropriate channels.
The overall approach to discipline seemed inconsistent and accelerated, with multiple issues grouped together over a short timeframe and escalated directly to termination under the label of a “pattern,” without progressive communication.
This created an environment where expectations were unclear, accountability was uneven, and employees were not given a fair opportunity to succeed.