Suggestions for improvement
- A) Provide better benefits; B) Reward your best workers and have incentives for stellar performance C) Profit share with your employees (you can't expect someone to quadruple their efforts in order to triple your profits, and then not share the rewards if you want to keep the best employees). D) Stop firing people for capricous reasons, and your tendency to skape-goat the workers for managerial mishaps is the worst I have ever seen by any employer. E) Get rid of your Draconian rules that managed employees must adhere to but that management never have to live by. You've established a double standard that only breeds animosity amongst those who your business most relies upon. F) Finally get a grip and understand what you are really selling: it's not instrumentation, or tests, or even speedy results -- it's the highly technical skills of your employees that will either make or break your business. As such you should treat those in your business who are your money makers with some degree of respect and admiration. Instead you denigrate them, always side with management in a dispute, and never reward the best performers for their collective efforts. In short, you do every thing wrong that successful businesses routinely avoid. How you are still in business is a mystery.
What I like about the company
Most of the people I worked with
What I dislike about the company
Benefits were poor at best, while working conditions were always rush status (the company was able to triple service prices to their clients for rush analysis, so all employees were encouraged to meet rush deadlines every day). This employer expects their best performers to wear many hats, but at the same time doesn't believe those hard workers should be rewarded for their efforts. Management is draconian at best, downright dismissive at worst. This employer routinely operated in understaffed conditions; often fired individuals for the most capricious and minor infractions then expected surviving staff to always assume the roles of those they've let go or driven away. This would be understandable if they planned on replacing those individuals in a timely fashion. However that was rarely the case if ever. More often they expected the remaining staff to double, triple, quadruple or more their personal efforts to keep the company afloat. Again no added incentive was ever given to those who managed to pick up the pace and added responsibilities. Annual raises were rare, and never met a 3% cost of living increase if given at all. Turn over rate at this company is enormously high; few employees survive more than three years.