The department experienced significant changes after the current VP assumed leadership. The Senior Leadership Team was restructured to bring their inner circle, and their focus has shifted toward building a preferred group of individuals based on personal preferences rather than qualifications or merit. Most of the employees who work remotely or are not part of this inner circle have limited opportunities for growth, while others who have personal connections advance quickly despite lacking relevant experience or skills.
The environment has become overly bureaucratic, and senior leadership appears to be more focused on internal politics than on developing strong auditors. They tend to favor individuals who simply reinforce their viewpoints. Discussions around promotions are completely avoided.
They are not hiring qualified candidates or individuals with relevant experience. Instead, they expect experienced managers to train these new hires and prepare them for rapid promotion. Expertise and knowledge are undervalued, and after investing time in training them, managers are expected to compete with these individuals who are already placed in managerial roles.
Leadership team strategy is to distract the team with a ridiculous amount of ‘initiatives’ that do not contribute to career growth or skill development. This way they reduce too much scrutinity on the audits.
Culture is highly toxic and unhealthy, with little sense of reward or recognition. Additionally, the level of independence and professionalism within the department is questionable.
