This company is not what it used to be.
Over the past several years, benefits have steadily declined. The pension was eliminated and replaced with a modest 401(k) contribution. Sick leave was reduced. Vacation time remains low unless aggressively negotiated at hire. Long-tenured employees are often paid significantly less than newer hires — loyalty is not rewarded.
Work-from-home flexibility was reduced despite strong performance during remote operations. Employees lost commute time savings and scheduling autonomy, yet productivity expectations continued to rise. Leadership cited “collaboration” but provided no data to demonstrate that performance had declined under the prior model. The result is less flexibility, higher pressure, and declining morale.
Leadership has become increasingly centralized and top-down. Strategic decisions are made without meaningful involvement from the people responsible for implementing them. There is limited transparency into performance rating adjustments, which directly affect bonuses and raises.
The company talks about investing billions into infrastructure — yet internally, staffing remains lean, workloads grow heavier, and high performers are rewarded with more work rather than more support. Instead of investing consistently in full-time talent, there is heavy reliance on expensive contingent labor.
Morale has noticeably shifted. Many of the strongest employees are leaving for better pay, better benefits, and healthier work-life balance elsewhere. The attrition is not random — it is often the experienced and capable talent who exit first.
This no longer feels like an organization building long-term loyalty. It feels like a place focused on cost control, central authority, and squeezing productivity from fewer people.
If you’re evaluating opportunities, know that there are many companies — including in this industry — offering stronger benefits, better flexibility, and more transparent leadership cultures.
