Shiseido reviews

1. Leadership - the new MD acts impulsively and is out of touch, trying to bring the Loreal culture over when the company is nothing like Loreal (eg manpower). the VPs are equally out of touch and never challenges the MD, agreeing to every ridiculous requests she is making, rarely speaking up. Such "culture" gets trickled down where concerns may be dismissed or reframed rather than resolved, leading to frustration and disengagement. 2. HR - HRBPs are not perceived as effective or impartial in supporting employees. Interactions can feel ungenuine, inconsistent, and there is a lack of trust in how concerns are handled. In some cases, communication to stakeholders does not appear to accurately reflect employee perspectives, which can create additional tension. There is also a noticeable focus on supporting senior stakeholders (manager level and above), while employees at more junior levels may feel overlooked. Processes such as exit interviews are not consistently conducted, which reinforces the perception that employee feedback is not a priority. There have also been instances where interactions from HRBPs came across as unprofessional or dismissive, including comments that felt unnecessary or unconstructive in tone. This can further reduce trust and make it more difficult for employees to raise concerns openly. 3. Team culture - There is a clear lack of psychological safety within the team. Feedback and mistakes are often handled in a highly critical and, at times, personal manner, which creates a stressful and uncomfortable working environment. This can make employees hesitant to speak up or share perspectives openly. Team dynamics can feel fragmented rather than collaborative. Individuals tend to prioritize their own responsibilities, and in some cases, are able to deflect or reassign work, resulting in uneven distribution of workload across the team. This is particularly challenging in a lean setup, where others are required to absorb additional responsibilities and work extended hours. There have also been instances of dismissive communication, where contributions are minimized or not taken seriously. When such concerns are raised, the response from leadership may focus on individuals managing their own expectations rather than addressing the underlying team dynamics. Over time, this lack of intervention can reinforce negative behaviors and contribute to sustained stress. Overall, the environment may feel more like a group of individual contributors than a cohesive team, with limited accountability for maintaining a respectful and supportive culture. 4. Lack of career growth and development - There is limited opportunity for career progression, particularly at the junior level. Advancement pathways are unclear, and employees may find it difficult to understand what is required to move to the next level. As a result, junior staff can feel undervalued and overlooked. Resources for development and progression also appear to be unevenly allocated, with greater focus placed on senior leadership priorities. This creates the perception that growth opportunities are not consistently supported across all levels of the organization. 5. Compensation - Generally perceived to be below market rate, especially when compared to the scope of responsibilities. Workloads can be heavy, with frequent overtime required, yet this is not always reflected in pay or overall compensation. There is also a tendency for additional responsibilities to be assigned without corresponding adjustments in compensation, which can lead to frustration and concerns about fairness over time. 6. Incompetent employees - Declining employee quality, with many experienced staff leaving and being replaced by less competent hires who sometimes display unprofessional and dismissive behavior toward non-managerial colleagues. 7. Low pay - if you're below assistant manager level, pay is way below market rate. 8. Long hours with a lot of OT.