--Feels like there is at least 1 manager for every 3-4 employees, new managers hired at a regular basis, similar to how the company was run under previous leadership. At least with the old leadership, these wastes of payroll were merely a byproduct of numerous corporate acquisitions. Under the new management, they are actually seeking these people out! Most managers serve no other purpose than to feed information up the ladder, in some weird game of corporate "telephone." By the time anything reaches the CEO, it has gone through so many "spin" filters, its actually believable that the CEO is surprised when a business unit under-performs or misses a critical (but ludicrous) deadline.
--Fractured teams, with upper management all being in California, and the heart of the company being in SC, NC, or to some degree, Oregon.
--Negotiate your best pay when you get hired (if you're foolish enough to apply here) because raises, rewards, and bonuses only exist for people at certain levels or higher (though bonuses were cut entirely this past year).
--Almost zero chance for career advancement. Lateral moves are often disguised as promotions or "opportunities" within the company, but these promotions or opportunities almost never materialize in any form of tangible benefit to the employee. No in-house development to speak of, outside of some cases where "failing upward" is a legitimate career strategy. Once you are placed in a certain role, that is what you will likely be doing your entire time at 3D.
--Very dated time off and work/life balance policies. Not just in how/when you can use time off (or heaven forbid, work from home), but also in the amount of time off. That it takes 5 years with the company to earn a 3rd week of vacation is a joke. New fathers only being able to take a week-10 days off work is a joke. That you cannot roll over any unused PTO or even cash it out, when the only reason you'd have it left over in the first place is because you couldn't take time off due to insane demands is, again, an absolute joke.
