The Seattle EB practice is stuck in a rut. For a creative person, it feels like this is where creativity goes to die. The people are nice, but it's hard to get to know them. The timecard systems (used by all employees) requires 7.5 hours of codeable time -- and there is no code for office camaraderie or getting to know your coworkers. So every minute spent talking about non-billable work is a minute longer you have to be in the office to meet your time requirement. In theory, that creates productivity, but it also creates an unfortunate work environment. Young employees don't seem to stay there very long unless they are actuaries. And this practice -- unlike the others in the Rainier tower -- requires a business dress code every day except Friday (when, for some reason, it's ok for some employees to wear hoodie sweatshirts and look like transients). This is just odd considering that a Milliman employee working on a floor above or below you (in the Health practice, for example), doesn't have that dress code. Also, because Milliman is "owned" by it's Principals, there is no core structure that is adhered to company wide. For example, there is no standard system in the Seattle Rainier tower for onboarding -- no maps of the building and very little standard orientation. This means it takes a long time to catch on to how things work. Whatever haphazard system your practice has for orientation -- that's all you get.
