Chose the worst of remote/hybrid -- letting many employees become remote while arbitrarily making others come into an office. Opened an office in Atlanta and pressured people to relocate, then closed that office and the DC one abruptly. No real system for manager-employee conversations, performance reviews, career pathing or anything other than base-level salary increases. Seemingly little assessment of acquired companies for why they needed to be acquired -- i.e. bad, overwhelmed or toxic leaders who need to be removed. The previous CEO was great personally, but mistook her considerable presence for a corporate culture. Combine that with suppressing acquired company culture (good or bad), and it's easy to feel like you work with strangers. I hear they're trying to fix this, which is a start. Constant turnover among ELTs and HR. Hard to know who to go to or to keep momentum going. No offboarding process. I had to make multiple requests of HR and payroll to get things done, instead of the other way around, often correcting their mistakes.
