Regarding its international markets, Humanscale HQ always tries to ram a square peg into a round hole, despite not initially giving these markets any consideration when they design a product, plan infrastructure, marketing, or train & develop its people. A senior leader loves this phase, “One Company, One Policy.” How can we evaluate people equally if the support, infrastructure, and investment aren’t equal across the board? If you are not willing to provide the same support, then at least be empathetic that you should not evaluate people equally. The difference between the given support (training, quality control, marketing) of the International division and the North American division is so vast that they should be considered separate companies. On top of the above, they love very complicated comp plans. They say this is to drive a certain behaviour, but it feels like a concentrated effort to reduce bonus paid. Don’t give credit where credit is due: During COVID, some individuals and territories carried the company. Despite this, there is no consideration or acknowledgement for these individuals and territories when the goals or benefits like Founder’s Club were considered. If you have a great year, your reward is a much bigger goal next year, with a reduced bonus (bonus per revenue) before all the complicated comp plans upper management decides to bring in. Regarding goal setting, Humanscale should set goals based on market intel and conditions, instead a simple desired (high) growth rate. Glass ceilings: There aren’t a lot of vertical or lateral opportunities in Humanscale. Many key positions are filled externally. Perhaps if Humanscale properly gives people career planning, training, and mentorship, they don’t need to keep looking out. Leaving Humanscale and then returning may do more for your career in Humanscale.
