The company announced a 27-person layoff (which included my hiring manager) just three weeks after I arrived -- and it was about a week before Christmas. The timing of that action lacked empathy, and it was the most poorly communicated action I've seen in my corporate career. My team found out we'd have a new manager and report up through a new department in the middle of a conference room of about 80 other people.
Worse yet, there was no contingency plan for the work left behind by those who were laid off. Consequently, I was assigned a large, multi-million dollar account with about one hour's worth of training. As I grew to know the account, I realized they could have trained me for a week, and I still wouldn't know everything I needed to adequately serve this complex, high-maintenance client.
The company reorganized to create cross-functional service teams, but it lumped Communication Services into those teams even though it didn't really fit. After a painful few months with a manager who had no idea what I did for a living, there was acknowledgement that Communication Services needed to function independently of the cross-functional teams.
Under another new manager, our team was extremely short-staffed, and the quality of our work suffered as three of us tried to balance the same amount of clients that five communicators had served in the past. Cue this manager's departure, and suddenly I have my fourth supervisor in the space of one year.
Don't even get me started on "Performance Management." I can't be sure if it was just that last new supervisor or a culture of secrecy and distrust, but I was never permitted to see any of the feedback collected for my performance review, I was never allowed to formally refute collected feedback that I could *prove* were lies, and I was never given an opportunity to rectify any of these perceived problems.
