Unfortunately expertise in any specific function does not make someone a good manager; no additional training in management seems to be required for advancement to the detriment of direct reports. The company strives to provide social events for employees but fails to bring them together into a true culture; it seems to not understand the mind set of its younger workers and thus will not retain many of them once trained. Lean crew means there is more work than can easily be handled by most employees; rewards are small and praise dependent on the attitude and mindset of the direct manager. Key Results Plans are in place for each employee that roll up into the organization scorecard; KRPs try to quantify many aspects of performance that cannot truly be rated this way. The second part of the review sees to be all hearsay and undocumented .... mostly negative for most employees willing to discuss this yearly process. Pay increases are minimal, bonus $ small and dependent on the KRP results. Reluctance to take any venture capital has resulted in the inability to fund many important initiatives that would have lifted annual growth and profits.