Great People, But Leadership Leaves Much to Be Desired 2/5 - People Operations Manager Nabis Employee Review

Toxic leadership culture: At the corporate level, leadership felt disingenuous and disconnected. Many decisions seemed profit-driven and performative, with little regard for the people doing the day-to-day work. Severe overwork and burnout: I regularly worked 10–12 hour days and had to fill in for understaffed roles at all levels. Staffing issues persisted for years without resolution, contributing heavily to burnout. Lack of support and training: In my role as a recruiter, I had multiple micromanagers but no real guidance or onboarding. I had to write the SOPs for my own job, since none existed before. Disorganized, ego-driven teams: My team in recruiting claimed to be top-performing, but in reality, they were disorganized, unaligned, and inconsistent. Praise was often fleeting, and criticism was harsh and one-sided—favoritism was rampant. Frustrating collaboration with other departments: Many teams didn’t know what they needed in a new hire, even months after opening a role. Senior leaders were often difficult to coordinate with—one even no-showed an interview I had worked hard to schedule, without any communication. Culture shift from ground-level to corporate: The people who make Nabis what it is are in the warehouse and on the floor. Once you transition into corporate, the environment feels hollow—like a completely different company.