Gartner reviews

- Poor data management practices which led to misaligned metric tracking and wasted time, creating inefficiencies for employees - Limited empathy or support for employees assigned to tough accounts/territories. If performance falters, upper management prioritizes self-preservation over collaboration, often scapegoating employees. Middle management, unfortunately, tends to follow suit in such situations - Some leaders misuse PIPs (Performance Improvement Plans) and HR processes as tools to target employees who don’t align with their vision, rather than genuinely addressing performance issues. For instance, one director reportedly mandated a blanket PIP quota for all their managers, which undermines the true purpose of an improvement plan. PIPs should be reserved for employees who are genuinely struggling to meet goals over a sustained period and should be implemented with the intent to support growth, not as a punitive or arbitrary measure - The sudden transition from remote to hybrid work was poorly handled. After years of remote work following the COVID pandemic, many employees were given just one month (or less) to decide whether to commit to a hybrid work schedule within 1-3 months. Because of this, employees who had moved and been assured that Gartner was, and would continue to be, a remote-first organization were left scrambling, with little time to make significant life changes, such as relocating closer to a business hub

This position specifically is treated like the bottom of the barrel Sales/services will always be prioritized and in some instances it feels like upper management will hold their hand Individual management within RES is shaky