Think Twice Before Joining - werkgeversreview Anonieme werknemer bij TSA Riley

I am afraid nothing post the acquisition ...

Prior to DGA’s (construction disputes department) acquisition by Australian firm TSA and its merging with Henri Riley (project management and quantity surveying department) into TSA Riley, it used to be a very laid-back and friendly environment. Things then turned sour though, as it happens more and more with private equities ruining businesses: marketing and managers who knew how to run the department were pruned and got replaced by people brought from other business units who had zero idea, only keeping the bare minimum of relevant higher ups from DGA, yet under a tight leash. When things unsurprisingly went south and resignations started, they opted to amputate what was left rather than address the causes of the issues. And focusing on bringing more and more growth officers rather than people relevant to the job only brought the opposite of growth … Overall, I would stay clear of such a company. They sure talk big, have a moss wall with their logo on, and a bell to ring when they score new projects, but their company values went out of the window when their corporate one-size-fits-all plan didn’t translate that well in the UK. And don’t get me started about their double standards and how people from specific departments get farewell cards and parties organised for them, while for other departments people are made redundant or fired overnight and you only get to know about it when you notice their automatic reply message. Based on other Glassdoor reviews, it appears that such behaviours are also common in branches in other countries as well. But if working in such a firm is your cup of tea, then by all means go ahead!

High turnover enables broad networking opportunities. At the working-group level, there are some talented staff members and interesting projects.

For a company of this size, the standard of IMS and QA is appalling. There are no dedicated project delivery or management plan templates, and employees are left to create their own or reuse files from previous companies. These are fundamental tools for any PM firm. The company is plagued by a culture of fear and blame that trickles down from the top. Headcount appears to be a priority for the leadership team, with little regard for talent. The calibre of the directors and leadership team is low. Many are disconnected from project details and rely heavily on junior staff. No structure to performance development or promotions process, favoritism evident. This creates a poor environment for graduates to learn and grow. The hardware and IT systems are among the worst in the industry, resulting in significant inefficiencies. The Sydney office is also in need of refurbishment. The company is a shell of its former self and is rapidly losing work due to its reputation.