There is an absolute lack of good leadership and management across the company. Fearful managers and leaders do not care for employee development and growth. Only the tenure in company and the relationships count for promotion and appreciation of good work. Few teams like CCAR Stress Testing and IT Client Services / Information Management / CCAR Data Governance teams are dreadful teams to work for. There are incompetent people who are not fit for management role but still promoted to Director and Head of the department roles. Employees are treated like a piece of garbage and slaves. In CCAR Stress Testing business team, highly qualified and experienced people are hired and told to work for IT. There is no basic management provided. For eg, no 1:1 meetings, lack of clarity on roles and responsibilities and expectations are common in CCAR team. There is no freedom for doing things differently and no place for people with creative and out of the box thinking. One person is loaded with responsibilities of 3-4 persons and no help and resources provided to do your job effectively. IT CCAR Data Governance team has a toxic work culture. This team has nobody with Data Governance experience. Managers hire highly qualified people and make them work on their own terms which becomes frustrating. It is the most bureaucratic team exercising old management style (“Yes Sir” mentality). When you question anything, you are alienated and pushed out of the team and the company. Only people in the inner circle are promoted based on relationship with manager and not based on performance. All the work is done by outsourcing consultants and employees are just acting as middle man between consultants and Business. Consultants have all the critical knowledge and they do not share knowledge for job security. Eventually they are hired as full time employees in this team. Business is very much dependent on Data Warehouse for any data related stuff as there is no sharing or documentation available for Business to understand and use data effectively. Technology project and program managers are treated by this team as puppets and PMs do what functional managers tell them to do.
