* Giving “assembling-the-plane-as-it-flies” vibes, meaning management and leadership do not have an actionable plan in place to effectively manage the day-to-day responsibilities of a bloated client book - too large for their own good. This leads to the below considerations.
* Managers wait outside at the door to check-in on subordinate arrivals, regardless of exempt status.
* High turnover and attrition which leads to inflated workloads (coordinators seeing caseloads exceeding 75-100 ongoing and frequently work 40+ hours a week).
* Corporate structure may not be for everyone. Hierarchal, tiered structure, with executive leadership calling all the shots and soliciting little to no input from those lower on the totem pole.
* Cultural insensitivity is rampant with inappropriate terminology and statements being used to refer to colleagues (e.g., making jokes about the pronunciation of the letter “L” as an “R” sound, jokes about “colored” Christmas lights, associating the Maui fires with the holocaust, or using profane language to call upon a team lead instead of using their name) - these are not one-off occurrences, but regularly and routinely happen in organizational-wide team meetings.
* Favoritism leads to preferential treatment - and raises/promotions- given to those who are friends with people who already work there.
* “Stay in your lane” mentality, unless you want to be promoted or move to another department; then you are expected to perform work outside of your job description, to go “above and beyond”.
* Not one team and certainly does not feel like one team. Instead the organization is arbitrarily segmented into dozens of sub-teams (arbitrary due to the small local market).
* Preferential treatment is given to Sales, Implementation, and Account Management staff who have massive budgets and reward each other with outings and giveaways while your humble team of three may have two working on the mainland.
* Remote work option is highly selective and generally allowed for those who have higher tenure and prestige with executive leadership.
* Mandatory meetings that inform you of company goals that were devised because one of the execs read a book with “leadership” in the title.
* No real understanding or comprehension of the Hawaiian culture is practiced or honored by the organization nor to the customers they serve - individual staff members excluded. CEO pronounces Hawai’i as one syllable “Hweye”, but their goal is to appear as ‘local’ as possible. “Mainlanders Turned Local” is a much more appropriate motto.
* Promises made at the interview not met after employment begins - retirement match is discretionary.
* Industry wages are low by comparison, which they acknowledge is nearly unsustainable in this state. Coordinators and Associates, many have more than one job.
