Minimal macro-management, and the management you get is rarely helpful.
There is no training. There are very few documented procedures.
Processes are weak enough to be ineffective or simply ignored. BBSI talks incessantly about Lean Six Sigma and similar methodologies, but this has no discernible effect on the organization.
Everyone knows the benefits are poor, and there are justifications passed around for why. It's common knowledge that employees don't get raises, often even with promotions or more responsibility.
Largely due to the company's history, executives have no idea how to run an IT organization of this size. Software tools are either archaic, unreliable, or often both.
BBSI is a textbook example of the "Peter principle". Mike Elich, the CEO, promotes people he likes to work with or branch managers that make a lot of money for the company. These individuals are rarely equipped to set company policies or guide initiatives.
Leadership development means going down to the company house in southern California to get drunk and listen to the CEO tell golf stories.
