1. Managers lack empathy when working with their teams. "My way or the highway" is one of the many high-handed values they live by. There is zero effort to understand their own junior employees' own personalities and groom them in their own ways.
2. Adding to point number 1, managers have the same mindset that junior employees should operate the same way these managers operated back when they entered the workforce decades ago. "Back when I started working, ..." is a common phrase thrown around.
3. Managers take things very personal here. Disobey them, challenge their thinking or do anything out of the ordinary and you may find yourself not on a project and floating on the bench forever. Don't worry though because then, you can watch movies or learn something new or psst. find a new job.
4. The model of outsourcing work to India is flawed. Zero pride taken in their work, leading to poor or even no deliverables produced and local resources have to take the heat.
5. Perception is key here. You do not have to have substance. (I guess that's why we have a ton of managers here who are empty cans). Simply speak anything and everything that crosses your mind and you may find yourself getting into the goody books of senior management.
6. They constantly lie that they are a startup, being agile and flat. Truth of the matter is, the company is constantly sticks to the cash cows of legacy software (which is technically not wrong) but leaves zero room for tinkering with new technologies.
7. We do not have a strong learning and development plan for employees here. Really not sure what the HR team is doing. Probably 100% tied on hiring new employees because there is simply high attrition rate. CEO gives the excuse that the attrition rate is fine because it's the same across all other consulting firms.
8. Too many hired from the same country, bringing along their own working culture that may work for them over there but not in Singapore. Again refer to point number 1. Company pretends to be a supporter of gender diversity (Women@Capgemini) but nothing to address the elephant in the room.
9. No clear strategy of what products to have deep expertise in, leading to half-hearted attempts at training, leading to not having the proper resources at bids, leading to lousy delivery if we magically win projects, leading to customers that do not return for repeat business. Well, that's for another management team to worry because by then it wouldn't be a problem for the current management team right?
10. Simple things such as having templated assets to streamline the process of working on a bid or on a project are missing. Hold on, come to think of it, they do have templated assets. Templated assets for hiring events. See point number 7.
11. Graduate programme is a sham. It's subsidised by EDB and it's another excuse for the company to bring in cheap local talent to simply make up the numbers. When e-learning counts as training and managers can simply concoct some presentation showing the growth of graduates, it's no wonder that they are still meeting the KPIs set by EDB.
12. Senior management look down upon software developers because they think it's cheap labour that can be outsourced to India. They value empty cans more. See point number 5.
