- US culture dominates EU culture - illogical approach for running the EU office.
- Feedback is taken as an insult, misunderstood, or completely ignored.
- Any feedback that is actually implemented only happens after months of division-wide complaints, and usually after it becomes obsolete.
- Internal promotions and praise rely heavily on a “yes-man” mentality.
- Management shows little understanding of business operations, process improvement, data analysis, or people management.
- Basic workflow improvement concepts are severely misunderstood.
- Promotions appear to be based on how long someone stays in the company, not on skill, technical knowledge, academic background, or ability to handle management responsibilities.
- Belief in “McDonalds speed with Michelin star results.”
- Management uses ChatGPT for hands-on employee issues, like drafting responses to workers unfairly accused of doing no work.
- Heavy use of double-speak: in meetings, any complaint or suggestion is twisted to sound like it’s been addressed, but nothing actually changes.
- “Benefits” like home office are dangled as incentives if targets are hit - but targets are shifted weekly or whenever convenient, making them almost impossible to achieve.
- Bonuses and incentives are announced, then deducted. Example: “You earned $350, but we deducted $280 for XYZ quality score.” Scores are never shared with individuals and are often merged with division results, letting management move the goalposts.
- The company is effectively a call center disguised as a technology company.
- Employees are heavily monitored, down to updating status for toilet or coffee breaks.
- Quality assurance and process training were provided three months after new hires started - while their scores were already being negatively impacted, affecting bonuses.
- High turnover and low replacement rates lead to workloads slowly reaching unmanageable levels.
- Targets and numbers are often invented on the spot to meet business needs.
- Management gets annoyed at improvement suggestions; when asked for reasoning, the only answers are “part of the process” or “upper management decided.”
- Employees are told to use their frustration (from being falsely accused of doing no work due to bad internal data) as motivation to work harder.
- Claims that “each case is a person” needing equal care, yet certain clients are prioritized for status or revenue reasons.
