Was good initially… - Brake Press Operator E.K. Machine Company Employee Review

leadership often expressed care for employees while demonstrating the opposite through actions: limited direct communication, insufficient coaching or mentoring, and reluctance to develop existing talent. The company is willing to train young individuals straight out of high school but shows little interest in investing in adult employees or those with prior experience. This stems from an overreliance on senior operators with 20–30 years of tenure, leading management to assume less-experienced hires can immediately perform at the same level. Even operators with nearly a decade of experience, such as myself, have much to learn, yet seasoned staff are frequently unwilling to share knowledge, forcing learning through trial and error. The company’s aggressive goal of doubling revenue from approximately $100 million to $200 million in a single year exacerbates these challenges, as rapid expansion outpaces realistic workforce development. Critical decisions—such as denying my requested move to the weekend shift (after initially indicating approval) and issuing write-ups—were never communicated directly by management; I learned of them through coworkers. Performance concerns appeared in formal reviews without prior verbal discussion or opportunity to address them, limiting timely improvement and creating frustration.