Slalom reviews

- Leaders and senior team members operate with a “big four” mentality, highly individualistic, with an “every person for themselves” approach, even when leading teams. - There is a lack of empathy and consideration for the internal employee experience. If something drives revenue, employee conditions and wellbeing are overlooked. - Poor behaviour is overlooked. Promotions are awarded to individuals who bring in revenue, without regard for how they treat peers and junior team members. - The organisation is highly hierarchical. Principals and above often look down on others, with little respect shown for the people actually delivering the hands-on client work. - There is strong resistance to promoting or developing junior team members. People leaders are required to push hard for their teams who have already proven themselves annd received recognition, the push is often unsuccessful. - There is a belief that the culture is strong, but this is based on alignment to a “big four” model rather than the actual employee experience. Slightly better than a big 4, but no where near good on normal standards. - Burnout is high, driven by internal politics and lack of respect rather than by workload itself.

There’s been a noticeable lack of support from management. There are no structured paths to promotion, and advancement feels more like a popularity contest than performance-based. The lack of professional development makes it hard for employees to grow, and that’s been disappointing. Bonus and raises have been very hard to come in the last several years. While Slalom’s motto encourages being your authentic self, in practice it often feels undefined. The expectations of what ‘authentic’ means seem to shift, and there isn’t clarity around how it applies to individual growth or performance. Greater transparency around what success looks like would help align ‘authenticity’ with tangible outcomes.