Disenchanted, Disengaged, and Disheartening Company and People - Finance Actalent Employee Review

1. Directors are compensated based on organizational/office growth, while individual producers are rewarded primarily for getting to a certain number and just maintaining their own numbers that don't align with the director or company's goals. This causes offices, and thus the company, to rarely hit targets. The times we do hit targets is because the overall macro environment allows for it, not because of collective effort and success. Perfect example of 'rising tides lift all boats'. 2. The collaborative and competitive culture that once fueled the company's success (this applies to Actalent, Aerotek, TEK, and Allegis as a whole) has largely diminished. Instead, the environment now encourages internal competition that pits employees against each other rather than motivating teams to outperform the market. 3. Current culture incentivizes producers to maximize their individual spread (commission), often at the expense of teamwork and long-term company objectives. This frequently results in clients' needs being ignored and has been a leading cause of the company hemorrhaging clients across all business units. 4. Roles and programs are sometimes created out of thin air just to retain senior or high-cost employees, even when their positions no longer align with evolving business needs. 5. Exceptional performance quickly because the minimum expectation. Employees who consistently meet responsibilities without exceeding them get labeled as underperformers. In both field and corporate offices it is mostly a 'what have you done for me recently' culture than an actual meritocracy. When it comes to promotions or raises, doing your job exceptionally and the culmination of your achievements and work ethic get completely ignored. 6. The IGP concept is completely misrepresented to 99% of employees, especially producers. It is nowhere close to a "stock plan". It is marketed as ownership in the company but that is completely false. The legal structure of the company does not allow for this to internal employees whatsoever and the company is owned by a single owner. IGP is great since it is deferred compensation of some sort, but the way it is marketed to employees is just grossly misrepresented. They sell it almost like an ESOP, which is how all of their competitors are structured, but that is not the reality for Actalent or Allegis Group as a whole. 7. The return to office transition in 2023 to four days in-office with limited remote flexibility was driven solely by attendance concerns surrounding field producers rather than the realities of corporate roles. Restricting remote work on Mondays and Fridays has reduce flexibility for employees without meaningfully improving productivity or collaboration. 8. Strategic decisions and policy changes are often made by individuals far removed from day-to-day operations, leading to impractical or ineffective outcomes. 9. SECOND MOST IMPORTANT: Internal conflicts among directors, delivery managers, and sales/recruiting teams over recognition and credit have contributed to deteriorating service quality, client attrition (as mentioned earlier), and inconsistent performance. 10. MOST IMPORTANTLY: Significant pay disparities exist. Sales and recruiting roles typically receive market-based compensation reviews every 1-3 years (whether for base or bonus/commission %), while corporate and sales support staff often wait 5-7+ years for adjustments and remain consistently 10-25% below market rates. The fact that COLA is a thing for producers but NOT for corporate or sales support staff is deeply concerning.