Biggest complaint is too much work with not enough people. After 3 reorgs in 5 years, there was half the people to do twice the work in my group. The work itself was challenging in a good way. Too bad we could've used double the amount of people (or 2011 level of people) to give the work the planning and dedication it needed. I served in 2 roles, but paid for 1. No time for planning, process improvements, post project review, documentation or training. The most effective/reliable workers are saddled with the most work, and it's the work of at least 2 people. You will be burned out. Quickly.
Pay. While reasonable for the publishing industry, Pearson says it's a digital learning company. They do not pay tech/digital salaries. If you're a digital project, product or program manager, you'll get publishing salaries, not tech salaries, even if you work on Pearson's digital platforms.
Career growth. If you start in production, you'll stay in production. Sales and editorial get the promotions/picked for new teams, and groomed for management. No clear career paths. Little management support to move up. You're on your own, and it's who you know, not what you know. Playing favorites is common. The recent layoffs proved that. People that were left in groups that were almost completely eliminated, weren't necessarily the best, but they were the favorites.
Team leads have little power to help their staff. The power to promote, mentor, give raises is left to VPs and Directors who are far removed from the actual work and workers.
