PrettyLittleThing.com Reviews

The Management...what can I say... 1. The senior managers need to grow up and actually manage the teams. Instead of gossiping or talking behind people's backs. 2. Tell them they have done well instead of waiting for a mistake to happen so you can act all bullish and belittle your staff. 3. Don't throw a hissy fit because some of your staff actually have some brains and challenge you. 4. Don't threaten to get rid of your staff just because they decide to look elsewhere. Maybe you need to actually look at why people leave and realise they leave because of management. 5. Don't be rude to staff and try to intimidate them. 6. Don't lie to your staff. Don't say one thing and then do another because regardless of how you think you can get away with it, the world is small. 7. If your not in with the crowd then you will be marked and dispensable. 8. Don't ask for expected salary and state it is not problem but then offer them a salary which is no way close to what was asked for. If you have a budget make it clear what it is, you will be respected more.

- Onboarding was amateurish. Don't expect anyone to be particularly welcoming. The few that were had a very negative perspective of the leadership of the IT Department (they'd witnessed numerous new starters leave the IT Dept because of the toxic leadership and management) - Extremely poor product function that created stress for the Devs because of poor agile practices (or a lack of them). Fast fashion was often utilised as an excuse for poor management and regular deviation from basic delivery fundamentals - Worst IT 'Leadership" that I've ever encountered. Zero authenticity, minimal desire to take ownership of any shortcomings or change the status quo (it's everyone else's fault) - One manager talks at you (whilst rarely delivering anything of value), and the other doesn't speak up when they should (putting the teams under pressure unnecessarily all the time). Both moan about the situation constantly, but won't do anything about it - HR department is completely disconnected from the goings-on in the IT Department - IT Leadership set poor examples constantly, with their favourites subsequently acting in the same manner - Buzz words are routinely used, but rarely applied (Agile, psychological safety, inclusivity, diversity, etc.). It's a very superficial, shallow department - Common phrases: that's not my job; that's their fault; that's your fault; people can't cope with fast fashion; we're agile, but, - it all wears thin pretty quickly - Superficial celebrations for rudimentary events - Definite blame culture when ill thought out targets fall flat (blame each other and/or other departments, the board, etc.)