Upper level management/executives generally are very disconnected from the individual contributor level, making decisions without input (or ignoring input) of most associates. There's a significant generational divide between upper management (boomers who typically have been at the company 10+ years) and individual contributors (which is largely Gen Z and Millennials, and growing). An example of this is the new mandated return to office corporate policy, requiring all associates to work in the office at least 2 days per week (with no exceptions). The majority of individual contributor associates are opposed to any required return to office, but management completely ignored this and pushed the mandate anyways with very little justification or data to support it - instead touting ambiguous "office culture" and "enterprise productivity" buzzwords. They over estimate and tout their "total benefits package", using it to justify paying most associates 30%-50% below market rate for their positions. You will be significantly underpaid (in terms of base salary + bonus) as an individual contributor - that is guaranteed. HR operates with a very old school, antiquated mentality and are not receptive to any feedback - you have to fight for promotions and constantly be getting job offers externally to force HR to counter-offer and receive salary increases and promotions. Very high turnover rates over the last few years due to HR stubbornness, upper management's inability to adapt to new ways of working (hybrid and remote workers), lack of advancement opportunities, corporate red tape, and lack of interesting or exciting work - this has been especially problematic in Enterprise Technology areas. Upper management also generally is completely unaware of resource needs, with most technology teams being severely understaffed and heavily reliant on external consultants and staff augmentation, leaving associates with large workloads of primarily maintenance and support work.
