Without some changes, afraid the best days are behind us - Client Services Gallup Employee Review

I won't rehash all of what others have said many times on this forum, but there have been big changes over the last couple years that have really shaken things up. Though the intention may be to add structure to the relatively flat organizational structure, and put the focus more with added accountabilities on client impact, the way we have gone about it is quite questionable. It isn't the outcome of the change that has scared people, it is the execution and communication leading to uncertainty. It seems the steps were unknown due to mediocre (at best) Sr. Management, and at no point was there a time to "Stop, think then act"... we just kept acting. This has caused the greatest confusion of expectations from pay, promotions, bonus structures changing days before they are supposed to be paid, career patching, and overall strategy of the company. I would have preferred the previous mission of "Become a billion dollar company" to confusion. List of Cons: -Pay - compared to other consulting firms or industry pay is sub-par and no regional differences. (Probably great if based in mid-west but cannot speak to that), but lack of differentiation is killing the acquisition of top-talent in large, urban markets. -Poor communication from top-down. -Benefits are non-existent. Company 401k match was pulled a couple years ago and now released or not each year without great communication. Switch benefits providers every year to get cheapest deal. Like the additional discounts for health assessments, though most companies have that now. -Career development - current structure leaves little room for defined career movement. Growth is purely vertical with no options for any other rolls because your fit was assessed during hiring survey. Additionally, in client services each year management runs the numbers. -Job leveling/titling/treating - Not sure how to put this into words, but guess it has to do with the recent promotion of all sales employees to Sr. Consultant, higher pay structure, more frequent "summits" where collaboration, training, and knowledge sharing take place. Whereas the client services teams have moved under operations and seen more as a cost center. Previously there was potential for consultant to earn as much as a BD member, but that has changed dramatically. -Lack of trust of Sr. Management. Excluding RMPs, leadership is fairly weak. Family execs are not doing adequate job conveying competence, hope, and aligning how change will truly elevate Gallup to the next level. Not only that, but outside of work, execs may be great if you were to go to a bbq, but aren't as mature or professional as would be desired. Principal leadership members are treating client services more like a budget, and less like a group of consultants that can impact and increase business. -Lack of transparency. Though we discuss transparency across most groups within Gallup, there is clearly a lack of transparency. From financials, to pay bands, to budgets etc. there isn't an offer of support many times when trying to understand the structures and direction. -Morale - This wasn't a previous issue, but now the offices and employees seem discouraged, uncertain, and worried. Support is still high towards close co-workers, but outside of that it is more "who is going to leave next" which is detrimental for forward planning on client projects. Clients are starting to see these trends too and call us out which is very embarrassing.