The CEO is distant and uncaring of the cronyism within the Senior Management staff level as well as its trickled down effect to its on site Managers. This has damaged DRT Strategies reputation within the Federal workspace. Appointing friends and associates to positions of Management without proper regard for their qualifications has caused missed deadlines, unpaid rework, animosity, and resentment among the employees that are on site with the clients. The CEO turns a blind eye to the negative online reviews as well as direct complaints made to HR.
A few years ago, the CEO hired several different department heads (Talent Management, HR, CIO, etc.) to "clean up the mess" and restore DRT Strategies online reputation. The cronyism is so pervasive among the Senior Management staff that eventually, every single department head (except the Talent Manager) quit because they could not affect any change within DRT’s Senior Management staff. DRT Strategies practice of cronyism/favoritism has significant, negative impact beyond potential legal implications; cronyism/favoritism that DRT Strategies Management foster is not allowing DRT Strategies to grow faster within the Federal sector’s and is causing DRT Strategies to lose money and good people.
Overlooking skilled employees for promotions and raises because they are not participants within Management's cronyism is not beneficial to DRT's company culture. By not treating every employee equally, DRT Strategies Management nurtures a sense of separation that can de-motivate employees, damage team unity; while leading to other employees to believe their efforts, no matter how good, will not be recognized and that the yardstick for success has nothing to do with performance.
