Under private equity ownership, the company has taken a clear turn for the worse. Leadership seems insecure, targeting experienced, higher-paid employees for layoffs and replacing them with cheaper, less experienced staff. There’s little accountability at the top, with leaders resorting to heavy-handed micromanagement in search of so-called inefficiencies.
The new performance review process feels engineered to lower employee ratings, seemingly to cut costs by justifying smaller or nonexistent raises. While HR denies this, it’s widely assumed to be true. Raises and bonuses in some departments have been eliminated altogether, and the remaining incentives are far smaller than they were pre-acquisition. PTO buyback has been replaced with “Flexible Time Off,” which, in practice, translates to reduced compensation disguised as unlimited leave.
Teams are stretched to the breaking point, with inadequate support and minimal opportunities for growth. Recent layoffs have only added to the strain, leaving staff overwhelmed, clients frustrated, and operations in disarray. Entire teams are facing burnout or leaving altogether, and an unofficial hiring freeze has made things worse. Employees are told to take concerns to managers, but many managers are either powerless to help or afraid to speak up, worried they’ll be next in line for layoffs.
To top it off, some employees are required to sign restrictive agreements, like non-competes, which seem to serve more as a crutch for the company’s lack of differentiation than a legitimate business need.