FRT’s core employee group, who have all been with the company basically since its inception or only a few years after it, is toxic. It is obvious that FRT keeps key players and favors them over newer employees. This results in a lack of new ideas, cliques, limited opportunities for growth, and poor communication. Many of the upper management have all previously worked with one another to some capacity in the past and is why they all hold the higher positions. In the time I’ve been here, I’ve seen many people get laid off with little notice or explanation as to why, other than, they just didn’t “fit” and weren’t the “right person” for the job (AKA— someone from the main clique decided their time was up and they were terminated). On top of the intense amount of favoritism, because the company is smaller, there are a lack of resources, which results in poor content being created quickly. It is apparent that they need to leverage outside vendors or content experts to help push content out and ensure accuracy and consistency. Many times I have been given content that had typos and errors, but because upper management approved it, nothing was done to address these errors. This company also lacks branding and marketing direction. As an employee, I see there is a small marketing team and that the head manager is not leveraging everyone on the team, but instead continues to take on a bulk of the workload, resulting in delays in content creation and numerous errors, and leaving the others on the team with little to contribute to or do. The branding is inconsistent and leaves those in Client Services and Sales confused as to how to refer to various products and uncertain who to reach out to to fix these issues that clients notice and prospective prospects notice. The turnover on this team is immense and those left are stretched extremely thin. In terms of the Data teams, they are trying to handle everything in a spreadsheet and are also stretched extremely thin, with level of support varying greatly from team to team. The only departments that seem to run efficiently are the Accounting and the Tech Ops. Everyone else runs around like a chicken with its head cutoff. Overall, this company’s success lies on the shoulders of a few key players within every department, instead of being distributed across all employees. The lack of training and faith in the newer employees is apparent. The only way to progress in this company is by befriending upper management and playing the game. Genuine curiosity and interest in learning is only support and heard from those who have leverage with upper management.
