Schneider Electric reviews

Workplace culture does not match the values advertised Harassment and discrimination concerns are ignored or minimized HR often sides with managers instead of protecting employees Management support is poor and accountability is lacking Favoritism and unfair treatment affect growth and recognition Employees are afraid to speak up due to fear of retaliation

On the first day of the job, I witnessed the IT guy be weirdly condescending and paternalistic to a woman who started the same day as me, and would stand over her shoulder to tell her what to do, and said "good girl" when done. I sat in on one LGBTQ ERN meeting and they had to discuss how they were going to "manage messaging about DEI moving forward" because they are dependent on government contracts. After being on the job for a few months, an arbitration agreement was disseminated that requires you to forfeit your right to litigation. When I asked if this was mandatory to signed, I was told it was not but that future promotions would be contingent on my acceptance of the terms. All requests for permissions or licenses are managed through tickets. The tickets sometimes need to be approved by your manager and often take long periods of time to get back to you. For onboarding each new team member, at least 5 to 6 at a time must be submitted, and then after they arrive they still have to submit some for themselves. Setting up a feature for a software project with already existing repostiories, jira board, and github organization took 7 tickets and 2 weeks. "Scrum Master" apparently means anyone who has taken a 20 minute agile course and not someone who has any technical knowledge whatsoever, and Scrum Masters are not expected to understand how to use Jira effectively. On a team with two firmware engineers, there was a scrum master and 3 product owners actively managing the project and they did not communicate amongst each other, so would independently come and ask the same question several times. Standup became a political affair about proving guilt and playing hot potato for whatever issue was most urgent. Management seemed to never have a plan past deadlines and the current week, and sometimes required me to work after hours to meet deadlines. My managers micromanaged and asked for results on work multiple times a day. Since the scrum master and product owners had no technical experience, they had no indication as to the scale or criticality of work. Often, when discussing a problem with them, they would ask a question that I answered immediately before. They would frequently ask me for due dates on when each problem could be solved while we were in investigation, and then push for problems to be resolved faster when they felt something was more important than another. One of the POs on the project attempted to keep a MS Teams group secret from the Scrum Master and other POs, and would sometimes go as far as to call and micromanage the wording of messages sent to the Standup chat for work-political reasons. During meetings discussing reassignment internal to our project, we were emphasized that budgets are tight and there may be rearrangement soon. During work trips we were asked to hold meetings as late as 9pm and often worked late. Upper management became involved due to missing deadlines and the development team had to defend themselves because the managers were unwilling to take any responsibility.