It's "not a good fit" for a lot of people! - Recensione dipendente - Anonymous presso LinkedIn

"Old timers" who have grown up with the company rule the roost and get promoted over and over again without an apparent clear reason, and there is a big gap between how they experience LinkedIn as a workplace vs how newer employees perceive it - little effort to bridge the gap and instill trust and loyalty. The company comes first, before it's employees, and it is "not the right fit" for an amazingly large number of newer people... This is in spite of the mantra about supporting personal transformation... Please look inward, LinkedIn, because there are many amazing employees with whom you have missed an opportunity to cultivate growth and mutual benefit, and who have left actually feeling demoralized. Some disrespectful behavior from management in high positions (yelling, scoffing, sarcasm, bias of the "privileged few" who are out of touch with the masses, blaming, and other CYA behavior) is left unaddressed and continues on and on - the employees leave and the managers never improve. Words and actions too often do not match, e.g. "I really want this to be a group decision / solution so please provide feedback and input" really means "Here js my plan already formed by me and now I want it executed, I expect you to support it and bring solutions where needed, if you can't solve the problem yourself then you are part of the problem so get out of the way." Expectations are oftentimes unrealistic given the current organizational growing pains, again please empower and support your employees to succeed... It's a fend for yourself environment and leadership does little to set folks up for success General lack of empathy from management and luck of the draw whether you have other strong partners to help you succeed. Strong bias to protect and reward leadership and maintain the status quo without actually driving towards progress to really help the company succeed. "Act like a startup" mantra helps the company move fast but results in too many disparate silo-ed groups, with too little process which is needed in order to succeed at scale by supporting collaboration and leveraging each other's learnings