Pros
“Marketing Executive”, Happy to provide feedback and I am ecstatic that you have taken so much of your valuable time to write a lengthy and detailed response. It is clear from the effort taken to give such a detailed reply that my feedback has resonated with you and struck a few nerves. Indeed, the amount of time spent to dig out such in-depth statistics and percentages is admirable! Whilst I certainly agree that working closely and bonding over success is healthy, it is the ( repeated ) preferential treatment of the same small group of individuals that I am referencing. I am not referring to managers becoming friends with staff, I am referring to the blurred lines between work and play. It certainly smacks of coincidence that these individuals are from the same area, same age range and same background as certain senior managers (and indeed married to another senior manager). It is especially interesting to witness this special treatment when one of the preferred group was described by a certain manager as “not being able to tie his own shoe laces” or “count to ten”... high praise indeed for a top performer. On a side note, the 10 year work anniversaries and “20 years of nothing but growth” – are the redundancies taken into consideration here when making those statements? Re - your response to my cons: You will note that in my original review I mentioned that there is no healthcare in situ and it is frowned upon to leave for medical appointments. Whilst I appreciate that Barclay Comms “provide paid medical leave”, which “the business doesn’t have to provide”, I was not referencing this facility. I was referring to the fact that there is indeed no healthcare, no sick pay, no health insurance in place. Which, I am sure you will agree, there is not. So although paid medical leave is available ( for a small window of the day ) it is the unspoken distain that is met when leaving for an appointment that causes the greatest implication. In reference to your response to my salary feedback, It is indeed true that a staff member’s salary is tiered and based upon their performance. However, at this juncture, I would point you back toward my point regarding repeated preferential treatment and intrinsic nepotism within your structure. To claim “therefore negotiation is already in place” is ludicrous.
Cons
Also, I fear that you may have misunderstood my comment regarding an Old Boys Club. I was not referring to the percentage split of male-female staff. I was referring, again, to the nepotism and favouritism in place within the organisation. However, considering that you mentioned this point, it would be interesting to delve into the true manner of career progression paths each of those managers – does studying an Open University Degree in an entirely unrelated subject during working hours whilst working in reception count toward their merit Rounding up with a positive note, I would say that I wholeheartedly agree with you that change does indeed happen. People’s eyes can be opened and it certainly can be a personal change that is the catalyst for this. When a staff member who previously “knew their role” starts to challenge the boundaries because they want personal and professional growth it doesn’t always fit into the bigger picture or plan for the business. This is totally understandable, But it is something that anyone worth their salt would not apologise for.