Where Top Talent Goes to Leave - Project Manager CSA Group Employee Review

Over time, many of the strongest contributors have left this organization for more dynamic and better-managed roles elsewhere. Institutional knowledge and technical expertise are consistently lost, yet leadership shows little urgency in addressing the root causes. Several senior leaders and project managers continue to rely on outdated procedures and legacy processes that no longer reflect current industry standards. Efforts to modernize systems or improve efficiency are often discouraged in favour of maintaining the status quo. Not to add, they add "new" processes that are 20 years old every week putting the onus on PM's to change the entire process instead of automating it. Certain teams (ECC) have experienced significant turnover, largely due to ineffective leadership at the managerial and director level. Poor communication, limited accountability, and inconsistent decision-making have created a frustrating and unstable work environment. At the same time, there is a strong emphasis on external branding and performative initiatives. The organization frequently promotes itself through articles and campaigns about empowerment and inclusion, particularly around women in leadership. Unfortunately, these narratives are not reflected in everyday practices, advancement opportunities, or internal decision-making. Rather than investing in meaningful leadership development and structural change, too much attention is placed on optics and public image. This is not an environment for professionals seeking strong management, modern practices, and genuine commitment to equity and employee growth.