TOUCH Community Services Reviews

However, the day-to-day experience does not always reflect this. For example, townhalls are held once every three months and take up half a working day in the afternoon, yet employees are unable to account for townhall time as working hours. In addition, employees who have client meetings prior to townhall are not allowed to claim transport costs to attend, while still being expected to arrive on time. This creates ambiguity around whether client commitments or internal events should be prioritised. While this may vary across departments, there are also reports of managers requiring attendance at certain events even though they are officially intended for leadership only. Some teams experience close monitoring of work hours, including being asked to account for tasks in minute-by-minute detail, without sufficient consideration for interruptions such as incoming client calls. The return-to-office arrangement has also raised concerns. Employees are expected to hot-desk, but there are insufficient proper workstations, with limited access to dedicated seating and adequate desk space. Feedback has been provided, but the stated rationale for returning to office focuses on inter-department bonding and alignment with broader industry trends, rather than operational readiness or employee comfort. Overall, while the benefits appear attractive on paper, the implementation and everyday practices may not fully support employee well-being or productivity.

Way too many - messy leadership, all task-oriented leaders, don’t show care and concern for staff, tends to push blame to staff when problem arises, patronising leaders that don’t resolve any issues unless it jeopardises their own KPI. Like to close two eyes to staff that slack and push all the work to those who are competent. Ended up competent workers get punished for doing good, and “rewarded” with more work without any increment.