Pluspunten
Loads of opportunity to get involved with things you usually wouldn't. My immediate team and colleagues all feel the same stresses and pressure so there is always someone available to have a chat with to help share the burden!
Minpunten
When asked what my job title at FNZ is (on here) I felt I had to go vague for fear of repercussion which says it all I guess. It is unfair on anyone considering joining FNZ to read through these reviews and be blinded by the forced positive reviews added by the team(s) of people incentivized to ensure the score here is acceptable. FNZ is a brutally difficult workplace. There has been little to no financial incentives for the last few years and yet the workload keeps piling up - we now are doing far more, including working into the night and over weekends, for less. The organisation runs on a mixture of fear, spreadsheets and (bad) free office coffee. We knowingly enter into projects with clients with dates that are unachievable, and we punish the teams given this impossible task when they fail to delver on time. Sales teams and contract negotiations should consider the delivery and operations processes behind the contract, and listen when you are told something isn't possible in the timeline offered. Senior management, at company level and at FNZ Group level, seem all too keen on making a name for themselves and so short term "impact" changes are made. continually. As senior management turns over, more change is instigated by the new lead and the cycle continues. This isn't just impacting the employees, but it impacts clients - people should be focussed on client outcomes, not on whether they are using the latest in a long line of document templates or doing online regulated training for things that don't relate to them. This breeds confusion across teams, and frustration. Performance management is a dark art in FNZ. It takes months for final ratings to be approved because they all drop to some Group level meeting. We question the point in applying ratings to our people, because they get changed anyway to enforce the bell curve. Top performance is now rewarded with a pat on the back and the possibility you might be given some shares, which then only assume value when the theorized IPO happens - a set of golden handcuffs to hold people in role. Redundancies happen just like in any organisation, and whilst it feels more commonplace here, I suspect its because these processes are more visible.