Toxic Management Culture:
The management team in the CAPEX department fosters a toxic environment. Senior managers tend o micromanage, significantly limiting autonomy and creativity.
Favoritism:
There is a noticeable "favorites" club within the team. Certain individuals received preferential treatment based on subjective criteria rather than merit.
Bias and Harassment:
Senior managers often harass employees who challenged the status quo, creating an environment of fear rather than innovation.
Workload Disparities:
Favored employees received additional support and had their responsibilities adjusted, while others flagged excessive workloads and received no assistance.
Unethical Interview Practices:
The interview process was ethically questionable, with a candidates participating in interview panels for a role they had applied for and was placed in role after interview process concluded. This resulted in biased hiring decisions.
Lack of Leadership Accountability:
Senior leadership was aware of the toxic management practices but failed to take corrective action, leading to widespread dissatisfaction and turnover.
Overall Experience:
The CAPEX team at National Grid is a demotivating and toxic work environment. Management practices hindered professional growth and negatively impacted morale.
