Just Painful - Support Engineer Conosco Employee Review

It was both difficult and tough to read this feedback knowing how much I, my leadership team and indeed our entire body of staff care for each other, and how hard we all strive to ensure success for one another, and our wider Group. However, it is not my style to dismiss any form of feedback and so I would like to address the keys points being made by the ex Support Engineering employee who has clearly left our business with a less than favourable view: Our Support Engineering team in the UK are an incredibly important and skilled part of our technology business: From dealing with urgent, complex and diverse technical support requests in high-pressure client environments, to being the calm and friendly ‘face’ of our technology business, members of this team are very much on the front line and as such are deeply respected for what they do by me, my leadership team and all our staff. Conosco's leadership team members have no outside ventures that they tend to - as is claimed in this review - and are firmly committed to sustaining a thriving culture that subscribe's to Kim Scott’s Radical Candor methodology: we give honest and frequent feedback, good and bad, and always do so in a manner that shows that we care deeply about those who we are speaking to. Equally, we invite feedback from anyone in our business or client base - and I make a personal point of meeting all employees 121 soon after their first few weeks with us to hear their views directly and as openly as they are prepared to. We hold quarterly staff engagement surveys whose results are made public - and have always rated our business to a very high standard, with >90% of staff regularly reporting that they would ‘go the extra mile’ for the business and their team mates. We drive and strive to maintain a truly engaged and supportive business culture. In terms of personal growth support every member of staff is encouraged and supported in producing a Personal Development Plan that is used in their frequent 121s with their bosses as a steer as to how we, as a business, can support our employee’s growth and career path. As with all things within our Group, pay reviews and all promotions are driven as a meritocracy: no promotions or pay rise if you’ve missed expectations; inflationary increases if you have met expectations; and a great deal more if you have exceeded them. As such we see high performers who deliver both for their teams, and personally to their PDP plans, being highly rewarded, with many of our managers and senior leadership team have risen through this ethos. Strategic drive, direction and ideas are generated following a well-established OKR methodology that involves our broader extended leadership team’s input, and each quarters OKRs (and their final results) are shared openly within our Group. OKRs have proven to be a highly effective way for Conosco Group to continually improve, evolve and maintain a thriving employee culture. Whilst M&A forms part of our growth strategy, the Conosco Group is not currently considering a sale and so on this point I’m afraid the author is mistaken. All feedback is important to me and the Conosco Group, and so I thank the author for taking the time to share their views and wish them the very best for their future career. Anders Reeves, Group CEO