How is management perceived at Orbis Consultants?

Unfortunately, I have very few positive takeaways from my time at Orbis Group. Some of the consultants and colleagues I worked with were talented and professional, and there were occasional opportunities to learn through exposure to different clients. However, these were often overshadowed by internal challenges and a lack of genuine support from management.

I want to provide a respectful but honest review of my time at Orbis Group, based on direct experience and conversations with current and former employees. While the company promotes an image of supporting its employees, my experience—particularly within a specific department—did not reflect those values. The management style in this area was deeply problematic and contributed to an unhealthy work environment. There is a consistent pattern of high turnover: aside from one individual, no employee in the department remained for more than a year. Most left within three to nine months. I later spoke with several former colleagues who shared similar concerns, and there was consensus that the department’s manager was a central issue. One concerning dynamic I and others experienced was that managers could be friendly to your face but speak negatively about you behind your back. This created a culture of distrust and made it difficult to feel psychologically safe or valued as a team member. Recruiters, both past and present, familiar with the team also confirmed that this was not a one-off issue, suggesting it’s part of a broader pattern. This is something I believe Orbis Group’s leadership should investigate closely if they wish to improve employee retention and internal morale. My own exit from the company was also handled poorly. Despite receiving strong performance feedback only a week prior, I was not informed directly about my dismissal. Instead, someone else was asked to deliver the message. I later found out the decision had been made several days earlier, yet I was expected to continue working as normal, with no indication. This was both disheartening and unprofessional. In addition, I found HR to be unhelpful and not a confidential or supportive resource. Concerns I raised were not handled discreetly and appeared to be communicated back to management, further eroding trust. While some individuals may have had more positive experiences at Orbis Group, I strongly encourage potential candidates to ask detailed questions about team culture, turnover rates, and how the company handles feedback and employee concerns. Leadership attention is needed in certain departments to ensure the company’s stated values are reflected in daily practice.

- Orbis is a great place to work with some of the best clients in the market, especially across financial services. - The business is relatively small so it is easy to make changes and introduce new approaches, lots of new resources have been introduced since I started. - Continuous opportunities to leverage one another networks and accounts. - Pushed to take clients and candidates out on a regular basis

- The business is still in a scale up period, so everyone is learning new ways of doing things (CRM, marketing, branding) but it can take your focus away from sourcing - Lots of changes in management in a short period of time

Joined due to the commission structure, flexibility and managers I met at interview stage. Felt supported from day one and got access to multiple accounts, across a variety of industries focusing on Engineering. The owners are always present, very supportive and lead from the front. Really nice offices, but not always full which is sometimes weird as you might as well be at home. Some really top people in the business, that genuinely care and always give time to help. The solutions are brilliant and its not just recruitment, which is awesome. Looking forward to the future after a challenging 2023.

Few entitled delivery recruiters that turn their noses up at vacancies that aren't perfect. Its hard to get access to all the different solutions, as it would be great to understand more of it. Would be nice to see more of a sales floor, as the flexible working doesn't create a buzzy environment in the office. Would like to see more short terms incentives.

Unfortunately, I have very few positive takeaways from my time at Orbis Group. Some of the consultants and colleagues I worked with were talented and professional, and there were occasional opportunities to learn through exposure to different clients. However, these were often overshadowed by internal challenges and a lack of genuine support from management.

I want to provide a respectful but honest review of my time at Orbis Group, based on direct experience and conversations with current and former employees. While the company promotes an image of supporting its employees, my experience—particularly within a specific department—did not reflect those values. The management style in this area was deeply problematic and contributed to an unhealthy work environment. There is a consistent pattern of high turnover: aside from one individual, no employee in the department remained for more than a year. Most left within three to nine months. I later spoke with several former colleagues who shared similar concerns, and there was consensus that the department’s manager was a central issue. One concerning dynamic I and others experienced was that managers could be friendly to your face but speak negatively about you behind your back. This created a culture of distrust and made it difficult to feel psychologically safe or valued as a team member. Recruiters, both past and present, familiar with the team also confirmed that this was not a one-off issue, suggesting it’s part of a broader pattern. This is something I believe Orbis Group’s leadership should investigate closely if they wish to improve employee retention and internal morale. My own exit from the company was also handled poorly. Despite receiving strong performance feedback only a week prior, I was not informed directly about my dismissal. Instead, someone else was asked to deliver the message. I later found out the decision had been made several days earlier, yet I was expected to continue working as normal, with no indication. This was both disheartening and unprofessional. In addition, I found HR to be unhelpful and not a confidential or supportive resource. Concerns I raised were not handled discreetly and appeared to be communicated back to management, further eroding trust. While some individuals may have had more positive experiences at Orbis Group, I strongly encourage potential candidates to ask detailed questions about team culture, turnover rates, and how the company handles feedback and employee concerns. Leadership attention is needed in certain departments to ensure the company’s stated values are reflected in daily practice.

Unfortunately, I have very few positive takeaways from my time at Orbis Group. Some of the consultants and colleagues I worked with were talented and professional, and there were occasional opportunities to learn through exposure to different clients. However, these were often overshadowed by internal challenges and a lack of genuine support from management.

I want to provide a respectful but honest review of my time at Orbis Group, based on direct experience and conversations with current and former employees. While the company promotes an image of supporting its employees, my experience—particularly within a specific department—did not reflect those values. The management style in this area was deeply problematic and contributed to an unhealthy work environment. There is a consistent pattern of high turnover: aside from one individual, no employee in the department remained for more than a year. Most left within three to nine months. I later spoke with several former colleagues who shared similar concerns, and there was consensus that the department’s manager was a central issue. One concerning dynamic I and others experienced was that managers could be friendly to your face but speak negatively about you behind your back. This created a culture of distrust and made it difficult to feel psychologically safe or valued as a team member. Recruiters, both past and present, familiar with the team also confirmed that this was not a one-off issue, suggesting it’s part of a broader pattern. This is something I believe Orbis Group’s leadership should investigate closely if they wish to improve employee retention and internal morale. My own exit from the company was also handled poorly. Despite receiving strong performance feedback only a week prior, I was not informed directly about my dismissal. Instead, someone else was asked to deliver the message. I later found out the decision had been made several days earlier, yet I was expected to continue working as normal, with no indication. This was both disheartening and unprofessional. In addition, I found HR to be unhelpful and not a confidential or supportive resource. Concerns I raised were not handled discreetly and appeared to be communicated back to management, further eroding trust. While some individuals may have had more positive experiences at Orbis Group, I strongly encourage potential candidates to ask detailed questions about team culture, turnover rates, and how the company handles feedback and employee concerns. Leadership attention is needed in certain departments to ensure the company’s stated values are reflected in daily practice.

Unfortunately, I have very few positive takeaways from my time at Orbis Group. Some of the consultants and colleagues I worked with were talented and professional, and there were occasional opportunities to learn through exposure to different clients. However, these were often overshadowed by internal challenges and a lack of genuine support from management.

I want to provide a respectful but honest review of my time at Orbis Group, based on direct experience and conversations with current and former employees. While the company promotes an image of supporting its employees, my experience—particularly within a specific department—did not reflect those values. The management style in this area was deeply problematic and contributed to an unhealthy work environment. There is a consistent pattern of high turnover: aside from one individual, no employee in the department remained for more than a year. Most left within three to nine months. I later spoke with several former colleagues who shared similar concerns, and there was consensus that the department’s manager was a central issue. One concerning dynamic I and others experienced was that managers could be friendly to your face but speak negatively about you behind your back. This created a culture of distrust and made it difficult to feel psychologically safe or valued as a team member. Recruiters, both past and present, familiar with the team also confirmed that this was not a one-off issue, suggesting it’s part of a broader pattern. This is something I believe Orbis Group’s leadership should investigate closely if they wish to improve employee retention and internal morale. My own exit from the company was also handled poorly. Despite receiving strong performance feedback only a week prior, I was not informed directly about my dismissal. Instead, someone else was asked to deliver the message. I later found out the decision had been made several days earlier, yet I was expected to continue working as normal, with no indication. This was both disheartening and unprofessional. In addition, I found HR to be unhelpful and not a confidential or supportive resource. Concerns I raised were not handled discreetly and appeared to be communicated back to management, further eroding trust. While some individuals may have had more positive experiences at Orbis Group, I strongly encourage potential candidates to ask detailed questions about team culture, turnover rates, and how the company handles feedback and employee concerns. Leadership attention is needed in certain departments to ensure the company’s stated values are reflected in daily practice.

Unfortunately, I have very few positive takeaways from my time at Orbis Group. Some of the consultants and colleagues I worked with were talented and professional, and there were occasional opportunities to learn through exposure to different clients. However, these were often overshadowed by internal challenges and a lack of genuine support from management.

I want to provide a respectful but honest review of my time at Orbis Group, based on direct experience and conversations with current and former employees. While the company promotes an image of supporting its employees, my experience—particularly within a specific department—did not reflect those values. The management style in this area was deeply problematic and contributed to an unhealthy work environment. There is a consistent pattern of high turnover: aside from one individual, no employee in the department remained for more than a year. Most left within three to nine months. I later spoke with several former colleagues who shared similar concerns, and there was consensus that the department’s manager was a central issue. One concerning dynamic I and others experienced was that managers could be friendly to your face but speak negatively about you behind your back. This created a culture of distrust and made it difficult to feel psychologically safe or valued as a team member. Recruiters, both past and present, familiar with the team also confirmed that this was not a one-off issue, suggesting it’s part of a broader pattern. This is something I believe Orbis Group’s leadership should investigate closely if they wish to improve employee retention and internal morale. My own exit from the company was also handled poorly. Despite receiving strong performance feedback only a week prior, I was not informed directly about my dismissal. Instead, someone else was asked to deliver the message. I later found out the decision had been made several days earlier, yet I was expected to continue working as normal, with no indication. This was both disheartening and unprofessional. In addition, I found HR to be unhelpful and not a confidential or supportive resource. Concerns I raised were not handled discreetly and appeared to be communicated back to management, further eroding trust. While some individuals may have had more positive experiences at Orbis Group, I strongly encourage potential candidates to ask detailed questions about team culture, turnover rates, and how the company handles feedback and employee concerns. Leadership attention is needed in certain departments to ensure the company’s stated values are reflected in daily practice.

There are very nice people who work there, in the US and the UK.

• Favouritism is very common. • Biggest and easiest jobs given to the seniors, juniors get the un-fillable roles and are expected to deliver. • Very KPI heavy. They say they aren’t but they very much are. If you slip for a month or two you’ll have a review. • Big on management passing blame to juniors

Colleagues, early finish Fridays, nice offices

They hire highly talented individuals and then try and alter the way they work. "Billing Management" set ridiculous KPIs that they couldn't dream of hitting themselves Unprofessional leadership Very high turnover Zero transparency or inclusion (despite impressive marketing and countless onboard meetings about exactly those things)