A prime example of what happens with a fear based leadership strategy - Recensione dipendente - Dipendente anonimo presso Tarkett

Thank you for your thoughtful review. Although disappointed you feel you didn't have a great experience, we do want to take the time to reply, after so much change has taken place. You said, "There have been multiple high profile departures lately, in most cases for reasons not of their own doing but because of a lack of willingness to play the political game that is required to succeed in the organization." Organizationally, there is an acumen or culture that most companies have that their employees learn to navigate. We are in the midst of a culture change. We agree, there have been numerous moves in high profile positions. We feel those departures, although some regrettable, are best for the new direction Tarkett is undertaking, which will focus on us being not only a market leader, but also a company that grows and thrives in a shared culture with a team that aligns to core values (Commitment, Caring, Collaborative and Creative attributes). We do care about HOW we get results and not just that we get results....so in that vein, we have made some moves to create a better culture. Others have resigned to commit to companies whose values or results they can align with. We of course, wish them well in their endeavors. You stated: "Remaining employees are witnessing this exodus and the groundswell of chatter questioning these subtractions is building. Experience, talent, and humanistic leadership are not valued, at least not in practice; obedience, cunning, and loyalty to people (as opposed to mission) are the norm." Change can be very unsettling and not everyone is comfortable and can pivot quickly when change surfaces. Our goal as a team is to help our company grow while keeping our team engaged in a way that they can say they are proud to be a part of Tarkett. We have a new strategy that has aligned our organization both in business direction and cultural aspiration. We are encouraged that we are building toward a future we all can be proud of. We are a $3+ billion business so we have to delicately balance business objectives and people engagement. We are successful with a great brand. Our people are our best ambassadors, more than any product. So are moves have invested in bringing aboard who we feel will help forward that excitement as we attain our business objectives. You stated: "...Couple this with the complete lack of documented and practiced procedures, non-existence of substantial employee G&Os (linked to corporate strategy) and development plans, no lived continuous improvement program across the enterprise, and product development stagnancy of late, and it makes for a situation to avoid regardless of any claims of efforts to remedy these realities (during interviews or possible responses to Glassdoor reviews)." This is our first attempt to respond to Glassdoor reviews, in part, because we wanted to respond appropriate and not defensively or with ego on both, positive and critical reviews. With this last point in mind, we have pushed for a greater accountability in process and operational excellence across various functions through our World Class Manufacturing (WCM) initiatives. We internally rank our sites based on audit scores for this process, which align with Operational Excellence principles similar to Toyota Production Systems and other world-class lean/six-sigma practices. Our processes are ever evolving and as we identify areas that need improvement, we seek to change them in real-time while documenting where we have been. Process maps and standard work a part of those practice and tools we utilize. We are always looking for people to join our organization that will strengthen us in those areas as well. Though it was some time ago since you posted, thank you for your thoughtful feedback. We hope we were able to answer some of your concerns.