Employment Nightmare - Retention Specialist New Era Life Insurance Employee Review

PTO, salary, work environment, comrade

Some dont know what they're doing. Some had been there too long and won't adapt to change.

- Supportive and collaborative coworkers - Casual workplace culture - Private cubicle workspace - Hybrid work schedule (4 days in office, 1 WFH day)

- Cubicle workspace had no windows - Bright yellow lighting created an unpleasant office environment - Time tracking felt excessive and highly micromanaged. Clock-in and clock-out locations were monitored to ensure employees were physically at their cubicles, and employees would be called out if they clocked in while still entering the floor. - Office space is outdated - No separate sick day policy - employees were required to use PTO when ill - Barely any company culture besides holiday events on Thanksgiving and Christmas - Compensation was significantly below market value for the role and responsibilities - starting salary was $45K with only an increase to $47k after 2 years - Limited opportunities for salary growth and advancement - My role is typically split between 2 positions, but I was doing both - Management communication style often felt discouraging and not constructive, with feedback sometimes delivered in a way that felt undermining rather than supportive - Limited accountability from management when issues arose, and concerns were often redirected back onto employees rather than addressed collaboratively - Occasional unprofessional workplace dynamics at the leadership level created a tense and uncomfortable environment in shared office areas and meetings - PTO requests submitted well in advance and occasional requests to adjust the single weekly WFH were sometimes met with reluctance or a dismissive tone, making flexibility feel limited - Communication from management sometimes included expectations or commitments that weren’t followed through, leading to additional work being completed without clear follow-up, review, or publication - There was a disconnect between expected strategy and day-to-day decision-making, limiting the ability to implement data-driven recommendations - Research and reporting were often requested and completed, insights weren’t consistently incorporated into final decisions, even when supported by performance data or industry best practices - Recommendations were often not acknowledged creating inefficiencies and repeated work