Disorganised HR, lack of leadership, and unsustainable culture
Pros
• The local ANZ team is collaborative, supportive, and genuinely great to work with. • Exposure to different functions if you’re comfortable taking on additional tasks.
Cons
• HR leadership is underqualified and relies heavily on junior staff or direct reports to drive outcomes without giving them decision-making authority. • Key processes are broken: contracts for internal staff regularly take 6+ months to draft. • No bonus structures in place for retail leaders, despite repeated promises that these were “coming soon.” • Mental health is not taken seriously. Engagement initiatives are surface-level; “smile and wave” without addressing root causes of burnout or stress. • Local HR policies are drafted offshore (Mumbai) — often using AI tools like ChatGPT, without compliance checks or review against Australian employment law. • Advice and evidence-based recommendations from ANZ are often dismissed or delayed, with decisions coming too late to resolve issues, leaving staff disengaged. • Cultural misalignment between UK, Mumbai, and ANZ teams is never addressed. ANZ staff initiatives to close gaps are overlooked; there is little effort from global counterparts to align + you'll find yourself engaged in regular 6pm onward meetings or 7am... killing any sense of a work life balance due to the time zone difference with leadership based in UK/Mumbai. • A culture of “yes people” is encouraged, while those who raise concerns with solutions presented face pushback. This limits innovation, accountability, and trust. • Executives do not take accountability for mistakes, instead deflecting responsibility downwards. • There is little to no HR support locally for TA staff, leaving individuals to manage major responsibilities without guidance/mentorship or support. • Staff are often left to absorb additional responsibilities to keep operations afloat, but recognition or credit is minimal, outcomes are absorbed into HR leadership’s wins.