Culture and fairness and pay - werkgeversreview Anonieme werknemer bij Temperzone

Work-life balance can be reasonable for some roles.

Problems stem from poor leadership practices and bizarre hiring decisions at the executive level. David Fargier has placed emphasis on production capacity and facilities, rather than modernising production systems, automation, quality processes, and continuous improvement. This results in inefficiencies and quality that is far below industry standards, especially as production has scaled up. There are also ongoing concerns about parts sourcing. Under David Fargier there has been a shift toward cheap parts from overseas. The geometry of these parts needs to be controlled very closely to avoid significant vibration and noise issues. The lack of quality, cost of rework, and longer lead times makes any “cost-savings” highly questionable. From a cultural perspective, communication between senior leadership and operational teams is not consistent. Strategic and operational decisions appear to be made top-down, with limited consultation or feedback loops from those closest to production and engineering realities. Similarly, a defining aspect of David Fargier’s leadership is that messages communicated company-wide, especially in regard to accountability, are largely meaningless. Instead, the culture of protecting the “management club” from its own actions and the constant blaming of others has become severely entrenched into Temperzone’s culture. In some cases, this has exposed the company to legal risks which have the potential to be very significant. Another common theme is leadership follow-through and consistency. David Fargier has a tendency to issue ultimatums for which he does not follow through. This has led to even more ambiguity and helped contribute to eroding accountability. Over time, this reduces confidence in signals and makes it clear that management can get away with applying very little effort, or with blatant wrongdoing. Conversations with many other employees reveal that there is a wide-spread tendency for managers to “convince” employees into doing things that they should not do. This is another example of unprofessional behaviour which David Fargier appears to condone. Career progression is another area of significant concern and continues to be unaddressed under David Fargier’s leadership. While retaining experienced staff helps preserve institutional knowledge, overly aggressive staff retention policies do not encourage a good flow of new knowledge through the organisation. This results in the organisation running off outdated knowledge. It is very sad when you learn that the longest serving employees are often the ones who have been trying to get out for the longest. It helps neither the person nor the organisation to keep people “trapped” (so to speak). Finally, there is the dishonesty. During my time I found that nearly every mid-manager I dealt with was dishonest to some extent. Some of these managers belong to professional bodies which could land them in more trouble than they might realise. As far as I could tell, David Fargier does not appear to mind this sort of behaviour, increasing legal and operational risks. All of the above has resulted in an unmotivated and unsupported workforce and puts Temperzone as one of the more disappointing places that I had worked.

Good team environment, great management

None at this stage, everything was ok