Inconsistent Management and Insufficient Support for Early-Career Development - Anonymous - Former Employee JTP Employee Review

There are noticeable concerns around how feedback is delivered, particularly during progression reviews. Feedback often felt inconsistent, with limited critique provided during live project work, and more critical comments only raised in formal reviews. This made it difficult to respond and improve in real time. Feedback seemed to come as a surprise rather than being part of an ongoing dialogue. People contribute in different ways. Junior staff are sometimes criticised for not showing enough initiative, especially if they are still developing confidence in a professional environment. Review outcomes can feel somewhat predetermined, with recurring input from HR shaping the tone in a way that can come across as overly critical and dismissive of individual progress. Expectations at junior level can be quite high, with an emphasis on taking ownership without enough guidances and instructions, while at the same time discouraging questions. This becomes challenging when there is limited guidance or structured training, particularly in teams with a shortage of experienced staffs. It is not uncommon for junior staff to be expected to work independently without clear direction or full awareness of project progress or technical requirements. Workload distribution is another concern. There is often an implicit expectation to work overtime without recognition or compensation, and when deadlines are not met, it can be attributed to a lack of effort rather than the level of support or time realistically required to complete the work. This is something that has been echoed by others across different teams. While the practice presents itself as investing in young professionals, there can be a noticeable gap between this message and day-to-day experience. There are ongoing concerns about uneven workload distribution, limited support, and inconsistent recognition. Despite claims of a flat structure, a clear hierarchy can be felt in day-to-day working practices. These experiences suggest a need for a more professional and considered approach from the management team, particularly when it comes to recruitment and staff development. Greater care could be taken in assessing hiring needs, ensuring that roles are aligned with the level of experience required rather than relying on junior staff as a cost-saving measure. There also appears to be a need to place more value on employees, with a longer-term perspective on retention rather than short-term resourcing followed by redundancy. It is important to recognise that early-career professionals are still developing their skills, and expectations should be supported by appropriate training, guidance, and realistic workloads. A more balanced and transparent working culture would help address these concerns.