- There is no focus on employee growth. Employees are just expected to make the company a priority, but the company never prioritises them.
- The company's idea of building a culture is to take employees on the one-off trip, have some competitions during festivals, and that's it. They don't understand that culture is more than just 'activities'.
- The company doesn't have any good HR who can set the goals for maintaining a good culture. The HR head continuously makes false promises during the hiring process, is rude to his own team members, and has no previous experience being an HR.
- The CEO also doesn't have culture as a priority, that's why bad HR policies continue to be practiced.
- There is no feedback mechanism where employees can share their feedback. A quaterly NPS survey happens because the results have to be shared with the investors, but the survey is never anonymous, so the scores are always high.
- The cofounders are regularly at loggerheads because both have completely opposite visions for the company. Top management also doesn't believe in the company. Everyone is on the lookout for better opportunities.
- The business is not promising. The ride business is 3-4 years old, but proof of concept has still not been done for it. Both rider and driver churn is very high. Incentives are the only thing driving the business, there is no real value add.
- The entire tech and product pod of the Swapping vertical was laid off recently with a reasoning of budget constraints.
- There is no transparency in terms of how the business is actually doing. A lot of data manipulation happens in the company to present a better picture than the reality.