Occasionally, it felt transactional and that a lot of people were there to make a quick buck out of clients and candidates, rather than focusing on their needs and requirements, as well as building valuable relationships for the long-term.
From a culture perspective, it seemed quite backwards to me a lot of the time, as we were often pushed to do Glassdoor reviews a lot to get good ratings? This can be seen based on when the reviews are posted, as there are a lot in a short time frame (e.g. there were 10/11 posted within 3 days in March 18).
There is a high turnover rate for staff (which is expected), but this is down to hiring fresh grads who don't realise how difficult it is to succeed and have been sold that they will be able to make the commission from day 1 etc. This was made difficult by there was a lot of internal ringfencing to stop certain people working with clients, where they wanted to fill their role themselves and get more commission or close a deal with one of their mates, rather than a candidate who was actually right for the role.
Senior leadership often spoke badly about people who had recently left the business, making it out that they were the 'bad eggs' for leaving, rather than reflecting on themselves and working out why so many people were leaving and what they could do to retain them. This made me anxious to hand in my notice because I knew that I would be watched like a hawk about my next move. When I started my new job I had over 10 FJ people look at my profile to see where I'd joined on my first day, and I knew they'd be discussing/judging it internally.