Wells Fargo reviews

• Employee Treatment: Issues of mistreatment and harassment of employees are often not dealt with adequately. HR and Employee Relations investigations tend to be biased, often defending the victimizers and making excuses for them rather than holding them accountable. This allows hostile behavior to continue unchecked. High turnover rates make it challenging to maintain team cohesion and retain organizational knowledge. • Fair Investigations: Investigations by Employee Relations or HR often lack fairness and bias, defending victimizers and making excuses for their behavior rather than addressing the issues thoroughly and adequately. I also experienced situations where the Employee Relations advisor attempted to manipulate my statements to fit their narrative, rather than accepting the facts as presented. • Hostile and Harassment Policies: Current policies do not adequately prevent manager harassment, particularly through biased and subjective check-ins and coachings. Hostility and harassment are often viewed as only verbal or violent, missing non-verbal forms such as biased managerial practices that lead to the displacement of employees. • Medical Benefits: The medical benefits are insufficient, with insurance covering only 1/5 of the medical bill until an extremely high deductible is met. Even then, the insurance only partially kicks in until the out-of-pocket max is reached. Additionally, the multiple plans offered have limited ranges of practitioners, which can be restrictive and inadequate for those needing medical care. • Job Titles and Promotions: Employees' job titles often do not clearly reflect the job duties assigned and the expectations management places on them. Management can compel employees to perform higher-level tasks with a "do it or else" mentality without being obligated to promote them. This lack of clear alignment and fair treatment in promotions is detrimental to employee morale. Unbiased checks on management practices and how they handle promotions would be highly beneficial. • Career Growth: There is a significant lack of opportunities for professional growth and career advancement. Management frequently changes titles and emphasizes that they are aligning job roles with industry standards rather than providing actual promotions, which can be demotivating for employees seeking career progression. • Communication: Communication from management is often unclear, leading to confusion and misalignment on project goals. • Technology: The technologies used are outdated, with little interest shown in adopting more modern and efficient tools.

- STRICT in-office expectations with conflicting messaging. - Low merit increases. Internal mobility will limit ambitious engineers - Bad work-life balance. “It’s technology, what did you expect” unspoken expectations of 50+ hr weeks - Constant bi-weekly layoffs. Incredibly low morale which leads to a me-first culture. - Manager-based quotas for performance reviews. Have a high performing group? Nope x% are needs improvement… tough. - No management accountability. All of us in technology know the revolving door at the top… failure leads to new opportunities for the well connected! - Internal jobs are posted for hiring managers favorite people. They’re mostly posted for the illusion. - Fewer doers more directors and juniors. The middle and senior engineers are selectively being displaced for juniors and international employees leading to burn out. - High control, low trust environment leads to very immature teams with constant fire drills