- The org chart has remained top heavy for a while. While skill positions are filled after a lengthy battle to prove the need, it seems that management will hire amongst themselves at the drop of a hat. This is money that could be spent better training a large swath of the staff that’s not experienced in the industry.
- Cash compensation has lagged for a few years. The volunteers-only philosophy is fine but you have to (HAVE TO) pay your teams a reasonable and current wage. Total compensation is great, but make sure that it’s appropriately balanced. I am not interested in investing in equity until Dutchie is interested in investing in my salary. It becomes a one-sided relationship.
-Advancement is a mirage. There are some veterans in the company that desperately deserve a chance for growth and development, but the preference is to hire from outside the company AND industry. That’s insulting! We’ve had great team members leave of their own volition b/c they are overlooked for advancement, and 60% of the name-brand external hires either leave or are shown the door.
- Management doesn’t really understand leadership. There’s a lot of talk about career check ins, performance management, employee development and quality time with SLT but unless you’re needed for something or you reach out for a pressing action, you don’t exist past your direct manager. In 3 years, I’ve had 4 skip-level meetings in total, the other 20 or so have been cancelled by the leader.
-If you’re good at your job, you’re going to be good at everyone else’s job. While it can look like job security, it means that people will continually lean on you to prop them up in terms of expertise, and you can get stuck in place.
