Shift of priorities needed to retain strong performers
HR (Current Employee) – United States – 23 January 2019
Spin off from Ingersoll Rand about 5 years ago so a fairly new company with solid brand reputation, but new company struggles. Strategy and focus seems to change frequently with multiple org changes that aren't explained well. Communication is lacking from the leadership team-don't assume messages are getting cascaded down because most likely they aren't. If you want development, a promotion, or out of job scope project work then be prepared to lobby yourself and be assertive-it should be more of a reciprocal dynamic. Positive reinforcement and feedback is lacking, I'd like to see this be more of an initiative. Very much VP heavy-it seems titles are granted without much thought around why we need to maintain such a executive heavy workforce. Shouldn't we be putting those monies back into innovation, marketing, and manufacturing development? We're supposed to be considered a lean environment, but the workforce/priorities/money spend don't reflect this.
Compensation, flexibility, and some really great people
Communication, lack of consistent priorities and focus, executive heavy