Feedback to enmacc
Gut am Arbeitgeber finde ich
There are some truly fantastic and dedicated people at the company who make the experience worthwhile. Unfortunately, many of them have had to leave due to the uncomfortable environment and the lack of growth and progression opportunities.
Schlecht am Arbeitgeber finde ich
Hostility, favouritism and lack of transparency
Verbesserungsvorschläge
There are many areas at the company that urgently need improvement.
• Recognition of hard work: While a few managers do this well, most tend to recognise only their favourites or those who seek visibility. Many employees’ contributions go unnoticed and are rarely met with a simple “thank you” or “well done.” Leadership should actively acknowledge both small wins and major achievements, as well as mistakes that lead to valuable learning. A true culture of appreciation needs to be developed.
• Promotion of only the most vocal employees: Too much weight is placed on loudness and visibility rather than actual impact. All team members and their contributions should be valued equally. Being outspoken does not automatically mean being effective.
• Lack of development plans: The People team has been talking about development and growth as a priority since last year, yet no concrete structures or plans have been implemented. Despite repeated messaging, nothing has meaningfully changed.
• No genuine psychological safety for feedback: Although direct feedback is strongly promoted, in practice it has created more negativity than openness in many teams. It does not encourage people to share their real opinions, as the environment does not feel truly safe.
• Leadership encouraging people to leave rather than retain them: Employees are sometimes told that “if enmacc is not the right place for them, they should leave.” This is counterproductive and inappropriate. Instead of pushing people out, leadership and HR should focus on understanding concerns and improving retention.
• Culture of exclusion and gossip: What was once a fun and collaborative environment has shifted into one marked by cliques, exclusion, gossip, and in some cases bullying and harassment. This is a serious issue that has not been adequately addressed.
• Unapproachable People team: The People team used to be accessible and supportive. Now, the very people meant to resolve conflicts and protect employees often appear performative in their empathy and not genuinely aligned with employees’ interests. Issues raised frequently lead to negative consequences rather than support.
• Poor retention and damaging dismissal practices: There have been several distressing terminations, including people later returning. Leadership seems unaware of the negative impact this has on morale, trust, and psychological safety. Employees increasingly fear consequences for associating with former colleagues, which has created a hostel-like, insecure environment.
• Lack of salary transparency and fairness: The company does not appear to comply with Germany’s legal requirements for salary transparency. Employees in the same roles are paid very differently, often without justification. Favouritism seems to play a role, with some of the highest-paid individuals contributing the least.
Overall, since the environment does not feel safe enough to express honest opinions internally, these review channels have become the only viable way to provide feedback. It is now up to the leadership team to take responsibility and initiate meaningful change.