Mature professional development but toxic work environment - Senior Consultant HMB Employee Review

2.0
Sep 27, 2018
Recommend
CEO approval
Business Outlook

Pros

- Mature process for managing personal and professional goals. You begin working on these on your very first day. This is a company that values continuous improvement. - Mentor program. You get assigned a mentor who can help answer questions or guide you on your journey as an HMBer or consultant if you’re a new developer. - Focus on effective communication via DiSC, a tool for assessing people’s behavioral and communicational preferences. - Some members in upper management, namely the practice directors in App Dev, and especially your mentor if you get a good one, do care about your growth. - Amazing recruiting team. - Weekly HMB University talks where you can learn from others or present on a topic of your interest. These are also broadcast live so other peers can join remotely. - Mature HMB University program that aims at training new, fresh out of college consultants. - Laid back culture—sometimes feels childish—but fun as they have a great number of young talent. - Small company feel. At time of writing they have only two offices. Westerville, Ohio and Louisville, Kentucky. - Interesting projects and clients, including mobile development. - Some team members have been with the company for over 10 years. - “Better box”, where you can speak out your ideas or concerns to help impact the company. Your ideas are voted on. It is unknown whether anything is done about it, though. - Quarterly meetings go out of their way to recognize employees. If you get married, you will be celebrated. If you passed a certification exam, your name will be applauded. If you’ve just had a baby, people will celebrate with you. If you get promoted, you will be recognized. I’ve never seen this in other companies. This was a memorable experience.

Cons

- When people disagree with you or a misunderstanding occurred, they will talk behind your back and disrespect you before others. Worst yet, others will tarnish your professional image if they feel they “saved” your project or bad mouth you after you leave the company. This type of behavior is workplace harassment because if people don’t like you they will disrespect or bully you. This can come from anyone: your teammates, upper management, peers who have nothing to do with your project, etc. A company that allows this behavior to continue is NOT a good place to work. It is a toxic workplace. - There have been instances where people are recognized at Quarterly meetings but suddenly leave or are dismissed from the company. - For short term projects out of the office, heavy hierarchical team makeup, consisting of a Solutions Architect, Technical/Team Lead, Project Manager, QA Tester(s), and Development Team. Because this structure results in three leads, potentially four if your team has a QA Lead, conflict of interest and a tug of war of ideas will ensue. Clear communication is critical. You will not feel empowered unless you’re the PM or Solutions Architect. - If you’re assigned to a project or client, there is no guarantee you will see it till the end, regardless of your role in the project, because you may be shifted to another project or be sent to the bench for any reason. - You don’t really have a direct manager. Constructive feedback may come from a consultant above your title. - Outdated Waterfall approach to managing short term projects from within the office. - This is not a company that values Agile software development. You will be met with resistance, especially from Project Managers and some members of upper management. - Your ideas, unless you’re a senior consultant or the solutions architect, will not be valued. Therefore this company doesn’t have a culture that empowers their employees. Your title sets you apart. At least this was my experience. You will still be able to present at HMB University or act as a mentor as an Associate Consultant. - HMB hires a lot of young talent freshly out of college or with a few years of experience. If you’re the only Senior Consultant, you will be acting primarily as a team lead and ensure you’re steps ahead of the junior developers. In other words, you scaffold sections of the application and the junior developers fill in the details. This is a very archaic process. You will also feel like you’re constantly handholding. - Very internally competitive culture. People compete with each other. You will notice this within days after starting, as people will discuss their goals and titles. Also, there’s no full transparency. If someone gets promoted to one of the coveted titles, it’s kept under wraps. However it is eventually announced. - The Senior or Principal Consultant title is a coveted role. They have a “Leadership” meeting where only the senior, principal and practice directors of the App Dev practice can join. They don’t discuss much “leadership”. You just meet up at a bar and chat about anything. It’s also poorly attended. This leads to a company culture that is not inclusive, where everyone is an equal and more junior levels appear as less important. - You may be stuck with the same title for several years. - None of the job titles, at least in App Dev, have job descriptions. This isn’t good because you don’t clearly know the skills you need to attain the next title. - Principal Consultants don’t do much development (coding). In my experience at HMB, they acted more as architects. - Short term projects that are run from the office will very likely go over budget due to bad estimates. You will be almost guaranteed to work overtime. Overtime will be mandatory for some projects when the PMs and Delivery Managers panic. Forget about work and life balance. There was one project where people worked probably 10 or 12 hours each day for several months. - Task-based time tracking, which can be cumbersome and feel like a burden. You will be held individually accountable if you take too long to complete tasks.

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HMB Response
7y
Thank you for taking the time to provide detailed feedback on what you feel HMB does well and what can be improved. It’s encouraging to learn that may parts of our culture are working well, but it is more important for us to understand where the misfires exist. Allow me to address a few key areas of concern that you have addressed: 1. Workplace harassment – we take this issue very seriously. As I write this, HMB has over 250 employees and I believe we have done an incredibly good job at building a community of stellar people. However, I’m sure that there is behavior that occurs that is unacceptable (such as what you mention in your post) and for that I am truly sorry. That is the exact opposite experience we wish for our employees. HMB’s employee handbook has very clear steps in reporting this kind of workplace harassment and we follow up on all matters of this sort. 2. Heavy hierarchical leadership – this is a challenge for us and nearly all consulting organizations. The hard truth is our customers are always looking to build teams that are composed of experienced consultants like what you’ve mentioned. This doesn’t happen everyone, but it sounds like you may have been with a challenging customer where that was the case. We are continuing to brainstorm solutions to this challenge. 3. Competitive culture – HMB has a culture of growth and development where people who are hungry to learn can really grow as fast as they want. If you’re hungry to do something, try something, or advance yourself, HMB helps support you to make that happen. Everyone grows in different directions and at different paces, so we can see the potential for someone to feel ‘behind’, but the important thing is that we’re all growing as a team.

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