Pros
The HR team was a standout—supportive, responsive, and genuinely invested in employees.
Leadership in HR made meaningful efforts to retain employees and offered thoughtful alternatives.
Exposure to a wide scope of work, including international training, provided stretch opportunities.
Cons
Workload expectations were consistently unrealistic. At one point, I was the sole person responsible for supporting training needs for approximately 4,000 employees.
Responsibilities expanded significantly—such as taking on international training—without additional compensation, resources, or transition support.
Leadership alignment was lacking. I often received competing priorities from multiple leaders (up to six at once), making it difficult to execute effectively or meet expectations.
There was a cultural resistance to training across parts of the organization. While training was requested, there was limited engagement or support from employees, which made delivery more challenging.
My manager maintained an unsustainable pace and, while stating it wasn’t expected of others, set a de facto standard that was difficult to meet. This led to ongoing pressure and burnout.
I was frequently assigned to projects without proper context, preparation, or onboarding, which created unnecessary stress and, at times, put me in difficult or unprepared situations.