- poor treatment of employees working as contractors. When convenient you were made to feel like an integral part of the team working alongside leadership and managers but when it saved them money you couldn't get the same treatment when it came to pay, benefits, schedule, and overall integration into the company. This is despite the fact that contractors contributed just as much if not more than some of the direct employees.
- poor working hours, often late shifts and weekends with little to no change in schedules
- very little opportunity for advancement or career growth
- employee evaluations or regular compensation reviews were non-existent over years of employment
- small amounts of vacation (paid time off) with no conversation about increases with tenure. The same applies to sick-days.
- erosion of fun and positive culture as the company scaled
- poor ability to collaborate and communicate between teams to ensure healthy working relationships in all departments
- tendency to hire from outside the company rather than develop from within
- poor financial decisions leading to large unexpected lay-offs. Layoffs were not done based on experience or tenure and no reasoning or constructive criticism given to those let go in lieu of less experienced teammates
- work being done that had very little optics often went under-appreciated and unnoticed in favour of work that could be paraded around Slack or in Social Media.
- some leadership/managers were able to skate by not being clear on their duties, tasks or responsibilities while others worked tirelessly on their responsibilities
- poor training and job descriptions for managers being hired without knowing the full extent of their duties
- lack of involved HR/hiring team to quarterback initial interviews and candidate assessment
