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There is a lack of basic employee support mechanisms, such as enabling NPS (National Pension System) contributions, despite clear income tax benefits and provisions. This reflects gaps in the effectiveness of the new HR system.
There appears to be a disconnect in how AI is being discussed and implemented across the organization. Management often criticizes or lectures leads and managers in the name of AI, while leads and managers, in turn, pass similar pressure onto employees. At the same time, AI usage is selectively applied—primarily for surface-level areas like UI/UX—followed by self-congratulatory recognition in meetings. If confidence in these tools is high, leadership should demonstrate this by implementing them in production environments or by directly engaging in end-to-end development work to better understand ground realities.
Even when employees adopt AI effectively and deliver work with improved speed and quality, recognition is lacking. Instead of appreciation, the response often remains critical or instructional, which impacts morale.
Promotion practices are among the weakest compared to industry standards. Career growth opportunities are limited, and compensation adjustments remain minimal and largely unchanged year over year. When employees seek clarity, responses tend to be vague or deflective—citing reasons such as leadership decisions, lack of available roles, or pre-decided outcomes.
Recognition programs also feel superficial, with awards that do not translate into meaningful benefits or career advancement.
Additionally, there is a noticeable imbalance in visibility and acknowledgment. A small group of individuals tends to receive repeated praise in meetings, while the contributions of many others go unrecognized, creating a perception of favoritism and inequity within the organization.
