Staying loyal to the company is not rewarded. In fact, the best way to secure a competitive salary or package is to leave and return after a few months, as rehires receive far better offers than long-term employees.
Long-standing employees are repeatedly overlooked during compensation cycles, while recent hires or those favored by leadership are showered with perks and lucrative incentives.
Leadership has no qualms about spending lavishly on private island getaways, massages and indulgent retreats. Yet, when it comes to employee compensation, bonuses, and benefits, the purse strings suddenly tighten. This glaring double standard speaks volumes about where employees rank on the list of priorities.
Communication from the top is haphazard at best. There is no coherent long-term vision, leaving engineering teams frustrated, directionless, and frequently scrambling to meet shifting, arbitrary targets. They create new verticals and create confusion and frustration as the leaders don't have the competency at all.
Employee feedback is neither solicited nor valued, and the resulting lack of trust HR conducts surveys but never tells us what has happened or what is going to be done. They just waste time. CHRO’s demeanor is notorious she displays severe anger issues, treats her team with open contempt, and shows virtually no empathy. It’s no secret that her aggressive, intimidating behavior has driven multiple teammembers both veterans and new hires to quit. Morale within the team is low, and word of these issues has spread well beyond the HR.
Everyone from entry-level to executive leaders is aware of her behavior. Yet, no corrective action has been taken, sending a clear message that this toxic leadership style is tolerated at the highest levels. CEO openly favors a CDO who lacks basic familiarity with AMI’s core business model. Instead of holding the CDO accountable, the CEO allows this misalignment to fester, resulting in consistently poor strategic decisions that hinder engineering and product teams.
