Pros
- Vision of organisation to enhance liveability and sustainability means that projects are meant to be collaborative, consultative, dynamic, and involves team members from various fields - there is thus many potential learning opportunities (but see cons] - Strong international networks with city majors, consultancy directors, academics, business leaders etc. can be a stepping stone for staff who are able to leverage on it - Open-minded, curious, collaborative colleague at the staff-level from different backgrounds provides exposure to different perspectives, methods, and concepts of liveability, and finding out how that can be integrated to solve today's and future urban challenges - Assured standard bonuses, increments, staff benefits such as leave and MCs, training courses etc. They will not undercut you on these.
Cons
- Lacking in direction & subject expertise at top management level, yet relunctance to listen to staff's perspectives and inputs, thereby not utlising the staffs' strengths well. This results in a lot of inefficiency and repeated work - Lacking guidance and templates of basic yet essential processes integral to government procedures, resulting much time spent on administrative matters instead of knowledge creation/ management - Lacking awareness of overall contributions to the bigger, parent ministry/government causes a lot of workplan and organisational changes, breeding much uncertainty and frustation over incomplete works; this also undermines learning opportunities - HR is severely understaffed, resulting in many backlogs in even simple requests such as claims. Non-transparent processes also makes it difficult to discuss HR or career development matters. - Unclear, vague roles of each department causes confusion of what each does, sometimes pushing around of 'smaller tasks' (which accumulates], overloading (usually at managerial level] and underloading particular individuals. - While not as bad as the larger, older departments, hierarchial and bureaucratic culture still exists. This is more of a wider structural problem rather than a company-specific problem. - Staff morale is low due to the many years of high turnover, repeated changes in project scope and deliverables, and depending on who you are working under: gaslighting, expectation to mindread, managing a panicked/stressed supervisor, being micromanaged, being expected to work or reply texts after-hours, being thrown under the bus when subjected to another leaders' scrutiny etc.