Below market rate pay.
Unrealistic evaluation scoring.
Medieval ideas of how performance should be evaluated and raises applied.
The only way to get an actual pay raise to is to receive a promotion, but front line managers are too busy or too disinterested to process any promotion is a manner that is the least bit timely.
Annual "raises" are, at best, cost of living allowances.
Top level management bragged about how many millions of dollars they underbid the nearest competitor for a government contract while persisting in keeping all pay levels at below competitive market rates.
Most of the best and most knowledgeable employees continue to leave for better employment opportunities.
Initial training in necessary job skills is almost entirely absent, with a sink or swim mentality because anyone who is capable is too busy to share their knowledge.
Poor employer participation in the benefits package. For a subsidiary of a health insurance company one might expect competitive health insurance options, but such would not be the case. For the Springfield, IL area, the closest covered ambulance service is over 100 miles away.
The technology in place is antiquated and poorly-functioning. No real consideration is given to server operating conditions.
After 5 years, the incentives to stay employed with them are lessened to the point of being nonexistent.
There is little to no corporate-sponsored recognition of employee performance.
