- Not a good opportunity for internal operations staff. Career growth is almost non-existent for this side of the organization, promotional/pay increases are just promises but do not really happen. If they happen, they are not adjusted to market conditions nor provide opportunity for career advancement.
- The PIP practice is not well established. Feedback provided by others is accurate, this felt as being used just to go through the motions rather than being used as a retention tool. Therefore, PIPs lacked measurable targets for employees to look up to,
- Even though promotional paths for consulting staff was clearly defined, the process and feedback had high variability across teams - and project work at times did not provide enough opportunities for consultants to get promoted.
- High turnover even for consulting industry standard, and failure to keep operations staff for too long.
- There was a lack of accountability from supervisory and senior leadership, which resulted in passing mistakes down to individual contributors. The speed at which outstanding performers then was put on performance improvement plans was outstanding. Additionally, lack of presence and flexibility to discuss certain processes often resulted in individual contributors having to make a decision and be then fully accountable for such - when these were actually owned by senior leadership.
