Extremely unrealistic targets.
I’ve been here for around a year and neither I nor anyone else from my original outbound training wave has ever hit the quarterly target or received a bonus. Meanwhile, employees transferred from other programs receive lower targets and better opportunities.
Structural favoritism and inequity.
Certain team leads prioritize their friends or people from shared cultural backgrounds. These individuals get better accounts, better pipelines, and lower targets, creating a clear imbalance in performance outcomes.
Inconsistent leadership responses.
My Cluster Lead regularly comments on low numbers without addressing systemic issues like account quality, pipeline shortages, or the fact that many of us have escalated these issues for months. Being threatened with PIPs despite strong weekly performance improvements is discouraging.
High-stress environment with poor crisis empathy.
Even during real personal emergencies, the expectation is to “get back to calls” immediately. A veneer of empathy is shown, but operational pressure overrides it quickly.
KPIs that don’t reflect reality.
Outbound LSA is heavily dependent on pipeline access, client availability, and account quality, yet the targets are structured as if everyone has equal resources — they don’t.
Opaque decision-making.
How targets are assigned, why some team members have lower quotas, and how accounts are allocated is unclear and often inconsistent.
