Working at HiveMind will crush even the most creative and passionate of spirits.
During my time here, brazenly racist and sexist comments became commonplace in morning meetings. A poem about domestic abuse was once comedically recited on a company call, while another top-level employee said a colleague “looked like a terrorist” when he was dressed in Middle Eastern attire in a holiday photo. Derisive comments were also made about non-English-sounding names.
Many individuals feared the CEO. He exerted an inordinate amount of control over functions and projects outside his expertise and roadblocked big ideas and creative projects. He demanded he have final say over even the smallest tasks in every department.
HiveMind’s employee turnover rate is also truly astonishing, thanks to a weak interview process and no systems in place to foster and nurture talent. Junior employees are left scrambling for work with no direction and no scope for development or progression.
I have never seen so many employees — of all levels of seniority — enter and leave an organisation in such a short space of time. To my knowledge, most of them were fired, with few leaving of their own accord. This leaves employees feeling vulnerable and disposable, knowing they could be cut from the business at any moment.
The work culture that pervades HiveMind is stagnant. At the most senior level, there is a complete lack of passion and excitement. This mindset trickles down throughout the business. HiveMind as a whole feels more like a vanity project rather than a genuine attempt to transform the future of consultancy. There seems to be no grand vision or ambition.
