I will be resigning - werkgeversreview Associate bij Straightforward

The company has potential and co-associates get along with each other.

Management often feels disconnected from employees’ day-to-day realities. Even during situations like typhoons or rising transportation costs, there is still a strong push to report on-site. Leadership’s approach to employee well-being also feels inconsistent—rest used to be encouraged, but now it often feels discouraged. There is also a very informal way some employees refer to top leadership, which can blur professional boundaries. The work environment is often noisy, overcrowded, and affected by unstable internet, with wifi that changes weekly and affects productivity. In such conditions, how can employees be expected to consistently work productively? On-site work feels unnecessary for output-based roles and comes across more as control than actual need. Decision-making can also be slow due to required approvals from higher-ups who are not always present. HR support also feels limited, and policies like attendance are applied strictly even in situations like transport disruptions. Workload is high, with many tasks treated as urgent even without proper planning or resources. Entry-level pay does not always match the workload, especially with regular weekend or holiday work. Employees who consistently perform well are often given increasing responsibilities without enough recognition, support, or boundaries, which over time can feel exploitative—especially as expectations keep growing simply because it has been proven that the work can be done. However, when an employee steps away or leaves, there is often a noticeable shift in tone and urgency, highlighting how much was being carried without acknowledgment. There also appears to be noticeable bias in how employees are treated and evaluated, with certain individuals being favored more than others regardless of performance. This can influence how feedback is given, how responsibilities are assigned, and how employees are perceived when they raise concerns, leading to a lack of consistency and fairness in the workplace. Some supervisors reportedly use inappropriate language or name-calling toward employees, which creates discomfort. Feedback can also feel repetitive or unconstructive, and employees who raise concerns may be viewed negatively. Leaving due to burnout can feel uncomfortable, as resignations or absences tend to be discussed within the workplace.

Working with young talented creatives, and have a lot of room for growth.

1. Executives - Lack of clearly defined and communicated quarterly objectives, resulting in inconsistent direction across teams - Frequent changes in priorities and accountabilities without proper alignment or transition planning - Limited engagement with employee feedback; concerns raised by staff are often not acted upon - Insufficient accountability at the leadership level for decisions and outcomes - Blurred boundaries between personal and professional matters, affecting objectivity in decision-making - Perceived favoritism and bias, which influence opportunities, recognition, and departmental dynamics 2. Supervisors - Reports of personal bias affecting performance evaluations and termination decisions - Employee feedback, particularly expressions of dissatisfaction, may be met with negative consequences despite a stated culture of openness - Inconsistent application of performance standards across team members - Lack of clearly defined job scopes, leading to misaligned expectations and evaluation criteria 3. Human Resources - Job titles and descriptions do not consistently reflect actual roles and responsibilities, leading to misaligned expectations upon hiring - Employment offers and contracts lack sufficient detail regarding scope of work, benefits, and policies, increasing risk of misunderstandings - Limited proactive support for employee welfare; HR decisions often defer to department heads without independent assessment - Inconsistent enforcement of workplace safety and well-being policies (e.g., requiring onsite attendance during severe weather conditions) - Overall gaps in employee support, communication clarity, and policy transparency - No fangs against employee harassment 4. Work Setup - Formal contracts specify onsite work, while onboarding communications indicate availability of remote or flexible arrangements - Inconsistent implementation and enforcement of work-from-home policies - Employees who utilize remote work options may face questioning or reprimand, creating uncertainty and lack of trust - Absence of a standardized, documented policy governing work arrangements 5. Compensation - Compensation are below market benchmarks for comparable roles within the industry