A long-standing issue at this company is poor staff treatment and a culture that prioritises external image over internal reality. Instead of addressing the root causes of low morale and high turnover, management focuses on how the company looks from the outside. Internally, very little changes and it shows.
There is a constant revolving door of staff, making it difficult to build meaningful working relationships because teams rarely stay stable for long. New joiners quickly burn out, and talented people leave because the culture is unsustainable.
Workload management is chaotic. Staff are frequently given tasks with incomplete information and unrealistic deadlines, then chastised when they can’t deliver the impossible. Junior employees often become the scapegoats, while the underlying issues (poor communication, weak leadership, and disorganisation) go unaddressed.
The company is also extremely ungenerous with staff. Time off in lieu is given sparingly, even after long hours, and employees often have to chase repeatedly for owed days or reimbursed expenses. This creates a sense that employees' time and effort are not respected. Those who regularly go above and beyond are met with criticism rather than recognition, which only deepens frustration and disengagement.
Exits are handled coldly and without appreciation. There is no acknowledgment of an employees contribution, just administrative confirmation and a frosty farewell. This further reinforces the impression that staff are seen as disposable rather than valued.
Overall, the culture encourages people to do the bare minimum because going above and beyond leads only to more pressure, not appreciation. A company that is overly focused on the bottom line and stingy with basic staff care cannot expect long-term success or loyalty.