particularly within Dining Services. The environment felt toxic and deeply inconsistent. Management was manipulative, unprofessional, and often operated through intimidation and favoritism rather than fairness or accountability. Employees who were rude, disrespectful, or openly unprofessional were often protected or promoted, while hardworking employees were overlooked and held back. Accountability depended heavily on who you were rather than how you performed. One of the biggest issues is the structure of Dining Services itself. Because operations are contracted through Compass Group, HumanGood employees are often left subject to the decisions and culture of another company without clear support or advocacy from HumanGood leadership. This creates confusion, inconsistency, and a lack of transparency.
There also appeared to be conflicts of interest within management and HR relationships that made it difficult to trust that concerns would be handled fairly or objectively. Certain managers seemed untouchable regardless of how disrespectfully they treated employees.
I also witnessed employees being heavily bullied within the department, including behavior coming from leadership itself. In one situation, a staff member was repeatedly targeted and mocked by coworkers while the head chef and sous chef failed to stop it. At times, their behavior appeared to contribute to or encourage the hostile environment rather than correct it. Watching management tolerate that kind of treatment was extremely disturbing and spoke volumes about the workplace culture. Overall, the workplace culture damaged morale and created an environment where many employees felt unsupported, unheard, and undervalued. I would strongly encourage leadership to take employee concerns more seriously and reevaluate how management accountability is handled.
