On engineering, the career growth is very unclear: There's a lot of space for you want to jump on the management track, but for technical growth the organization doesn't know what to do: employees get the feedback that need to navigate that on their own with other ICs instead of having a Manager working along with you on your career. Employees are completely responsible for creating an environment for career growth inside the company's expansion and unconnected teams.
Unlimited PTO is used as a panacea that would solve as issues, but taking one week off from work won't solve any structural issues because managers won't act on it magically.
Sometimes the hiring pipeline is used in the same way - having more employees would help on a few workload issues but it doesn't fix things magically.
Surveys and feedback forms showed very little effect on real changes over 2022, with a lot of verticals reporting the exact same issues - plans and goals were mentioned to be in the works, but there's minimal visibility on this for the rest of the company.
Local employment laws expertise is uneven across the company: In a few countries, employees need to explain (more than once) how things work on their country, instead of People/Payroll teams being experts on the subject (which would be expected for a company that is supposed to deal with this). On a couple of situations, action was taken only after external employees/customers raised those issues, even though internal employees had more than enough feedback about health insurance providers and other local benefits.
