A Classic Case of Strategy-Execution Misalignment and Weak HR ManagementThe good thingsOpportunity to learn quickly through on-the-job experience—though largely due to lack of formal training.
Some dedicated, hardworking colleagues who genuinely care about the company’s success.
The challengesUnfortunately, the work culture is deeply impacted by leadership practices that undermine morale and sustainability. Strategic direction from the top is often unclear or inconsistent, leading to misalignment and duplicated efforts across teams.
There is a noticeable lack of collaboration between HODs, with internal competition sometimes prioritized over collective goals. This siloed environment is made worse by perceived favoritism and bias in decision-making, particularly from the CEO, which has led many high-performing individuals to leave voluntarily or be unexpectedly let go without transparent justification.
Investment in employee growth is minimal/virtually non-existent, and development is largely left to individual initiative. Staff benefits remain basic, and fall well short of the company’s stated ambition to be a “preferred workplace”. HR remains largely administrative, with little role in culture-building or employee advocacy.