Compass Digital reviews

I will echo the sentiments from other current and previous employees that there is a huge opportunity for leadership and upper management alike in the following areas: 1. Employee retention and team management 2. Process improvement 3. Office Politics   1.     Delivery roles often have constant turnover weather team members are let go out of nowhere or people leave quickly after being on the team for a short while. People have been left as contractors for over a year while they have brought on new full-time employees with less expertise in the field. This leads to low morale, especially when the line between work and life begins the blur the longer you are there, and the pay does not reflect the workload especially in California. When coworkers seeming disappear, their workload is quickly, or not so quickly, transferred over to remaining team members which spikes existing associate their anxiety and frustration. This has been a sentiment across tenured and new employees to my experience. Separately if you are a remote employee, growth opportunities and investment are slim. I recall during onboarding leadership joked about being surprised team members returned to continue training. Lastly, both my previous employers and vendor partners at compass had dedicated finacne teams when it came to finances. Putting the burned on Delivery to do maticulous accounting work should be met with adequate compensation. I think feedback regarding this topic will be covered in topic 2.   2.     I worked with Compass for 2+ years and the process to deploy projects from start to finish has changed no less that 2 times each year; especially around project closeout. There were constant, what associates referred to as, “fire drills” when it came to submitting financials in Q4. Many ad hoc submissions on different sheets and platforms with little explanation for the redundancies. Team eventually became numb to, and frustrated with “urgent” matters. The constant repetition was something felt by both employees and clients alike. Yes, management did solicit feedback but each year it felt like it fell upon deaf ears. As mentioned in “1”, tenured employees not on management team know what they are doing and should be considered for management. From my experience I turned to them for guidance more than leadership because they handled escalations or basic matter with much more precision and were always solution oriented while maintain customer focus and company reputation. I urge current management to listen to these employees that are strong resources of knowledge. They work with clients closely, are in the trenches with new and not tenured employees giving them a strong pulse on the best way to implementing strong lasting and positive change that won’t need adjusting in 4 months.   3.     I believe half of management, especially at the director level, cares about “kissing the ring” at times. Again, this is another case of lower management or associates being better adequate to assist current leadership. I want to be as respectful as I can and say that there needs to be someone in this role that understands technology and customer experience a bit more rather than change management. That way they understand technical and logistical changes while keeping customer service in mind…allowing them to speak both languages and all teams involved in delivery. With that said, the talent and experience is already within the organization and the support and trust need to be placed there. I’ve seen associate growth stalled or eradicated if they do not tread lightly with feedback.   Overall, I will say I had a pleasure working with compass mainly due to the bonding and teamwork among the delivery managers. The job can ask a lot of you during certain times of the year, and camaraderie at the associate level really helps you pull through. I still keep in contact with current employees because of this.

Some growing pains and some room for improvement in creative salaries