During my short tenure of 1.5 years, Pluralsight has gone through it's fair share of changes. It is currently trying to figure out how to transition from a smaller sized organization to an enterprise origination. With that comes challenges with it's people, processes, and structure.
Over the course of my time there, there were 2 reorgs that happened. Entire teams were upended. Reorgs that were aimed to increase alignment and communication, ended up doing the actual opposite.
Because of the companies growing size and increased number of bodies, many things get lost in translation from executive level to the actual teams delivering. You struggle to find who is in charge of what. In some cases there are multiple individuals or teams working on the same things inside of the company, sometimes for months at a time without having any idea about it. You may get one side of a story from one person and another side from someone else, it makes it incredibly difficult to align teams or deliver on the goals you have to.
Often times, meetings and processes were created to help create more alignment between teams but they often ended up doing the opposite - being an energy drain on individuals and teams that are already strapped for time.
The people ops team is very much still in its infancy. Many leaders and managers are not familiar with coaching methodologies or are able to provide feedback in a constructive manner. The culture can be used as a crux or way of gaslighting employees and pressuring them to conform. Managers and leaders will emphasize the need for employees to “embody Pluralsight values and behaviors” by telling employees to “be more like Employee X”. This is not a good approach, each individuals path and performance inside the company is unique and should be treated as that.
