Lack of mentorship, training or playbooks in general. The root of this issue is that you have management that doesn’t know the full scope of each employee’s role amidst the ever-changing misguided directives from the CRO. This leads to a number of inefficiencies and poor process management, causing mistakes that ultimately hurt profit and overall morale.
The Revenue Operations Dept. funnily enough, seems to be completely siloed from the CRO. Because the changes we see often aren’t mentioned before the decision has been finalized. Even with the ever-changing, misguided attempts from the top, the RevOps team has an excellent handle on how to run an efficient, knowledgeable team that manages to strike a good work-life balance.
The rest of the org has a long way to go.
I’ve been in two other positions in other departments and there’s a let’s “throw it at the wall and see if it sticks” mentality. Zero playbooks, zero updated training guides outside of org-wide general docs -nothing role-specific for onboarding that’s up to date because I know there’ll be someone out there on HR reading this who thinks otherwise. Because no, “processes change so much it’s hard to keep things up to date” is the oldest excuse in the book for Hawk Ridge.
Furthermore, regarding training, the employees that new hires shadow shouldn’t have to bear the responsibility of training when they’re expected to hit quota with a book of 500+ accounts. To be fair, quota is doable if you have the right territory, but it takes every second of your 40 hours. It becomes impossible when a manager places their responsibilities on someone who is expected to carry a quota.
There is a pattern of kiss up, kick down in middle management that has become more evident to upper management, thankfully. However, knowing about it doesn’t do a whole lot when employees remain unprotected when it comes time for a PIP.
It has become evident that they are a native offshore contractor company going forward. All roles are being sourced off shore for cheap labor. No department is exempt at this point.
Because of this, it’s harder to justify to management that you deserve a raise even when you are excelling and bringing a solution-oriented attitude to the table. It doesn’t quite matter. You could message just about any employee on LinkedIn that’s been there for more than 3 years or so to ask them how they feel and I can almost guarantee you that the vast majority would loudly agree with the offshoring and kiss up kick down sentiments.
The turn over is a major problem organizationally but it seems like that’s what they want at this stage. Why pay $100k for a US employee when you can pay someone overseas for $20k? At times, it seems their resolution is to make it so that someone wants to quit so that they can either make another US employee absorb those responsibilities without backfilling or backfilling with someone who is a fraction of the cost.
