Mid-level managers often form cliques with others who share similar backgrounds or viewpoints, which creates a biased and exclusionary environment. They like making word salads and impressing upper management and look busy but do 0 work. Many of them lack the global outlook expected at a multinational company. They have provincial knowledge and lack the level of knowledge needed for a multinational company. Communication is often unclear, and decision-making feels arbitrary. Some teams have absolutely no work and they just hire to fire to make themselves look decisive and important.
Project allocations can change suddenly, sometimes shifting work to offshore teams without prior notice. This unpredictability, combined with heavy internal politics, is already leading to the loss of strong talent—a trend upper management should address promptly.
Recruitment and Interview Process (Cons):
The recruitment experience was frustrating. I cleared the first round of interviews, then heard nothing for nine months. When another recruiter finally reached out, they had no idea of my prior progress. This lack of coordination reflects poorly on the company’s internal systems.
In terms of hiring outcomes, I observed that some less experienced candidates received higher offers—possibly due to being more agreeable or better at catering to egos. Meanwhile, more experienced engineers were overlooked or lowballed. Despite promises of multiple team matches, offers were often limited or retracted with little explanation.
Onboarding was fine, though even my assigned manager seemed unclear about key processes. The overall experience left me questioning the consistency and maturity of internal leadership.
Some managers appear more focused on impressing senior leadership than supporting their teams. In one instance, a manager casually threatened to make team members memorize corporate values, seemingly as a way to gain favor from above. In other words "Cool Aid drinking process" is formally endorsed by some managers flippantly.
While the company advertises strong cultural values, recent treatment of respected colleagues contradicted those claims. For example, one well-performing colleague was let go without even receiving her annual review. When questioned, her manager simply said, "It is what it is."
Overall, the gap between stated values and actual practices is concerning.
