Declining Morale and Concerns Over Leadership Transparency, Fairness, and Accountability - Engineer Rolls-Royce Power Systems Employee Review

Taking this opportunity to share the silent struggles among the team since I no longer with the company. Team morale has noticeably declined over the past year, particularly following the recent Senior manager promotion that has been a concern among the staff. There is a general perception that the promotion process lacked transparency, with perceived favoritism of the director influencing the decision, affecting the trust and confidence within the team. Since the change in leadership, some colleagues feel the management practices have become increasingly top-down, with instances where HR processes are perceived as being applied in ways more with management preferences than employee support, contributing to a sense of anxiety and a less open working environment across teams. There is currently a strong focus on hiring technically capable engineers, with unclear expectations. This has led to uneven distribution of responsibilities among the team, with some members feeling that workloads are not managed equitably. Concerns have been raised about accountability and communication with the Senior Manager. In some cases, employees feel his responsibilities are not clearly owned, and that collaboration with him feel highly challenged. This has occasionally resulted in misunderstandings or inefficiencies within the team. Some feedback were raised that he tends to block calls and messages of some colleagues to avoid work responsibilities. Some colleagues who had worked with him before, shared that he had a history of being terminated by his past engine controller company due to his insensitive complaint to the company HQ. The current workplace culture has been impacted by his demonstration of inconsistent professionalism, including punctuality and prioritization of work commitments, such as having long breakfast with a female department assistant on most days and skipping many important team meetings. Typically the director is also not setting a good example as he always come to office even later around 9.30am, and often initiating unhelpful 1 to 1 conversation which not providing constructive solutions. Additionally, there are concerns about how opportunities, such as travel or project exposure, are allocated, with some employees perceiving a lack of fairness or transparency. An instance was a trip to USA with many colleagues participated with insufficient contribution. Overall, I would encourage prospective candidates to do thorough research and ask detailed questions about team structure, management style, and expectations before joining.