GoKwik reviews

HR Team.. haven’t seen a team so unethical & the one with zero integrity.. They don’t have guts to read or hear harsh feedback against them and use it for improvement .. rather theyll create a group of 15-20 people and ensure that glassdoor review which mentions anything related to HRBP gets removed… because they know whatever is written is truth and they don’t want others to read their reality.. shameful behaviour of team which is responsible to protect culture

I was part of a large scale involuntary separation here, and my experience — both leading up to it and during it is something any prospective employee should factor into their decision. The people function at this organisation struggled significantly during my tenure. Despite being a sizeable team with multiple sub-functions including business partnering and talent acquisition, the practical output in terms of consistent, fair people practices was noticeably weak. One pattern I observed was a lack of clear leadership ownership within the HR function. Rather than direction flowing from the most senior HR leader, many day-to-day decisions appeared to be influenced by individuals whose level of authority wasn't always clear. This created an environment where accountability felt blurred and escalations rarely led to meaningful resolution. There were also visible inconsistencies in how policies were applied. Attendance and leave policies, for instance, seemed to be enforced strictly for some employees while others were given considerably more flexibility. When policies are not applied consistently across teams, it naturally impacts trust and morale. There was also a senior HR leader whose approach to people management was widely perceived as discouraging. Communication often came across as dismissive, feedback was not always welcomed, and interactions frequently felt more authoritative than collaborative. Leadership styles like this can have a lasting impact on team culture, employee confidence, and overall workplace morale. The separation process itself was abrupt. A large group of employees people who had consistently delivered, worked beyond standard hours, and supported the business through demanding periods — were informed of their termination with little warning, no transition support, and limited communication. Whatever the business rationale may have been, the way it was handled reflected poorly on the organisation's stated values around people. Multiple employees, myself included, had raised concerns through the available channels prior to this. Those concerns did not appear to result in any visible action, which either points to a disconnect between employee feedback and leadership, or a lack of willingness to address the issues being raised. Every workplace has challenges, but what ultimately matters is whether leadership is willing to acknowledge them and take meaningful action. Unfortunately, that was not the experience many of us had.