Misalignment Between Talent and Leadership
Schlecht am Arbeitgeber finde ich
During my time at KWS GMC, I encountered a significant disconnect between individual capabilities and managerial experience. Despite being hired for my qualifications and international expertise, I was later informed that my contract was ended due to performance concerns. However, this assessment was later contradicted by Head of Department (senior leadership), who acknowledged that I was in fact overqualified for the role and that my direct manager lacked the experience to effectively lead and support high-performing team members. Specially it was her first time leading a team.
This inconsistency in feedback reflects broader challenges within the leadership structure—particularly in how talent is managed, developed, and retained. Unfortunately, rather than fostering growth or seeking alignment, the situation was handled in a way that lacked transparency and accountability
Verbesserungsvorschläge
I believe KWS has potential, but it requires stronger leadership development and clearer communication practices to ensure that skilled professionals are not misjudged or underutilized. Constructive feedback, mentorship, and a culture of psychological safety are essential for any organization aiming to thrive in a competitive global environment.