*“MNC” in name, third-party in mindset:** While the company carries an MNC label, the day-to-day experience often feels closer to a third-party/vendor setup. Processes, ownership, and professionalism don’t consistently reflect what most would expect from a global organization.
*Work culture driven by hierarchy, not merit:** Progression appears to favor alignment with certain personalities over actual capability. A “keep management happy” approach tends to work better than focusing purely on performance.
*Toxic management practices:** Some managers create unnecessary pressure and may push employees to work on Saturdays, treating it as an unspoken expectation. Personal time and boundaries are not always respected.
*Blame-first environment:** When challenges arise, the focus often shifts quickly to assigning blame rather than solving the issue collaboratively. This leads to friction across teams.
*Senior behavior concerns:** There are instances where individuals in higher roles demonstrate limited communication effectiveness yet maintain a highly critical approach toward others, which impacts team morale and cross-team collaboration.
*Hiring vs reality gap:** The recruitment process can set expectations around global exposure and structured work culture, but the actual experience may differ significantly.
*HR alignment issues:** Communication during hiring may not fully reflect on-ground realities, leading to confusion and disappointment after joining.
*Overall environment:** The workplace can feel rigid and outdated in terms of mindset, especially if you value open communication, mutual respect, and modern work practices.
