Finally got some time off
Gut am Arbeitgeber finde ich
Why I joined: My team as we complemented each other perfectly, the international outlook, and the subject area of medical diagnostics. I was very passionate about SYNLAB and its tremendous global potential.
Schlecht am Arbeitgeber finde ich
Why I left: I was hired remotely during the pandemic. For health and financial reasons, I couldn't follow the push “back” to the Munich office. I appealed to all levels, but resistance was blatant and remote work was viewed as a threat rather than DEI in action. So I left and finally took the much-needed vacation.
Verbesserungsvorschläge
Extremely bright, smart, capable and skilled colleagues were kept way below their potential. Management should foster and fund this internal potential.
Professionalise HR, urgently. Good HR Management is also a prerequisite for the modern internal communication (IC) that SYNLAB needs right now.
Be more conscious and mindful of the rhetoric and terminology used in internal communications, as it does influence workplace atmosphere and corporate culture.
Start seeing employees as the adult professionals that they are, meet them at eye level, trust their expertise also when they don’t carry a “Head of” title.
Understand that they, too, want the company to succeed, and they, too, want to be able to celebrate success with it.
Get inspired and brave to make SYNLAB International a great, human workplace!
Rethink what SYNLAB stands for as employer. Currently due to its fragmented history, the organisation for employees incorporates the least desirable features of all three workplace types: startup – German Mittelstand/family-run business – large corporation. There’s a lack of identity that I suggest defining first, then offer the best to bring out the best.
Arbeitsatmosphäre
I joined at a time when everyone was already utterly exhausted from the pandemic. SYNLAB International employees are generally deeply invested in the company, but humans after all and were simply worn out. They had just led the company to a significant milestone ‒ its IPO ‒ under these aggravated circumstances, and not been given a break since. So I often thought (and regularly noted toward HR), "Goodness, give these guys a day off already!"
Kommunikation
This was "my" arena, in which I place high standards. Not everyone shared them, but in my time with SYNLAB, I did observe an improved and heightened awareness about the importance of continuous, consistent communication across the organisation. I hope this will be kept up and pushed further.
Kollegenzusammenhalt
Strong within the nuclear teams, weak cross-departmentally.
Work-Life-Balance
No formal work hour documentation; I tracked my hours myself in due diligence. (Caution: the "all OT included" contract clause for regular salaried employees is *not* legit by German labour law!)
There was much talk about work/life balance, but no efforts to create the necessary internal structure. Middle management are not aware that they are actually the ones who need to drive it. Instead, they are rather chaotic and surprised by the same things over and over again, set up last-minute meetings at 8 AM (my official start was 9 AM) or during lunch times, and write emails at 6 AM or 11 PM with instructions for “first thing to do this morning”.
Personally, I had negotiated a 36-hr work week, which offset that and worked well on both ends. This could easily be the standard workload for salaried employees. If anything other than an arising emergency needs to be urgently handled on Friday PM, that just means lack of management support for something that could have gotten done by Thursday AM.
Disposable annual leave is less than at most companies in Germany, and during my time at SYNLAB, I was not able to take a holiday long enough to actually relax, only a couple of days here and there.
Vorgesetztenverhalten
My direct supervisor tested positive for being the best ever. We shared the mentality of taking our work seriously but not taking ourselves too seriously. We got a lot done, laughed (and sang!) a lot, and were like mentors to each other.
Other than that, the organisation displayed somatic symptoms of fear-based management. Not enough leaders and too many big egos that alternated between micromanagement and complete absence when they were needed most or when it came to taking responsibility. In several instances, we – regular employees – stepped up to save such a situation, without recognition. Some managers were quick to blame employees for their own mistakes, and just as quick to credit themselves for the work of employees.
Management also suffers from FOFO (fear of finding out) and prefers to dodge honest conversations about internal/external realities. Consequently, the same issues are swept under the rug year after year, impeding any solid foundation for doing better.
Interessante Aufgaben
The content of my work was extremely interesting and I loved working with my colleagues in the different countries; I never got bored as I continuously learned a lot (the medical/diagnostic expertise in this company is top-notch!). Within the existing limitations, we got some really cool things done, and I'm proud of our contribution.
Arbeitsbedingungen
A rather conservative, patriarchal corporate culture that is sustained also by women in leadership positions. A higher expectation is placed on female and younger colleagues to perform non-promotable tasks.
Detrimental focus on KPIs, numbers and buzzwords for (re)presentation and reporting purposes only. Creating a modern workplace as a critical factor for sustainable economic performance and profitability is neglected.
There was no onboarding procedure. It took 5 months alone to receive basic work equipment & IT setup.
Chronically contradictory communication (e. g. resources were cut and budget constraints tightened while employees were urged to "go the extra mile").
Lack of: trust, clear objectives, efficient management and adequate collaboration tools.
When I fell ill, I was guilted and pressured to return to work quickly as the team was “understaffed and overworked”. That is a management oversight that will not be solved by individuals working sick!
Outdated and uninspired view of HR management, communication and mechanisms that goes against any current HR insight.
“Offboarding” was dreadful; I basically received a mighty kick in the derrière that cost me dearly (also in €€€).
Gehalt/Sozialleistungen
No comprehensive compensation & benefits package beyond the salary for me; no USP here.
During my initial salary negotiation attempt, I was told that there was a clear position grading & remuneration structure, but there is no transparency whatsoever and it seemed like everyone just kind of had their own good or bad deal.
My last annual bonus consisted of five pralines. I mean, don't get me wrong, I love pralines, but they could have at least come with marzipan filling.
Some colleagues had to go through an old-style MBO process for the company to justify paying them at the end of the year what they should have been paid all along for a job that they were already doing with utmost competence, dedication and ambition.
HR does not seize available federal employee benefit options (such as the 'Inflationsausgleichsprämie' that the government had recently offered).
Image
Very concerned about the external image/employer brand, but there's a lack of understanding just how crucial to the brand it is to be a great employer first and foremost.
Karriere/Weiterbildung
Select individuals were able to enjoy further qualification, but there was no general professional training & growth path for regular employees. At this point in time, I’d recommend the company if it allows at minimum a transitional CV boost with a decently paid (=Munich-livable) “Head of” position.