M+R reviews about "client"

- M+R's unique management and staffing structures create a system wherein workloads get out of control very quickly and take a long time to resolve, particularly for junior staff. There is a lot of ambiguity over how individuals can appropriately advocate for themselves since account supervisors (not staff supervisors) determine individual assignments. If account supervisors under-estimate your capacity, fail to account for your obligations to other client teams, or fail to account for unanticipated circumstances, work becomes miserable. - The constant cycle of feedback at M+R is exhausting and seriously harms the culture of the firm. Your primary incentive at M+R is to satisfy your colleagues' expectations; helping clients succeed is secondary. Upward feedback exists nominally, but not in practice. Mistakes made by junior staff (no matter how trivial) can weigh around their necks for months, but when more senior staff drop the ball or create the circumstances in which mistakes are made, there is far less accountability. Decisions made by management (especially partners) are unimpeachable; their mistakes are verboten to even discuss. - Performance appraisals are excessive and extremely stressful. (You can be subjected to as many as half a dozen formalized performance evaluations within your first two years on staff, between twice-annual appraisals for all staff and two check-ins during your first 90 days.) These appraisals are the primary determinant of your ability to remain on staff or earn a promotion; the stakes for junior staff are very high. - Because of the two factors above, junior staff burnout is a serious and persistent problem. Many talented members of staff have left suddenly due to the amount of stress that the firm's culture imposes. It is not uncommon for new hires to leave after just a few months on staff. - Management has slow-rolled its commitments to make the company more diverse. A ton of time and money has been spent on consultants to draft reports that echo the same feedback that the staff has offered for years at no cost. There's a reluctance to bring new voices into leadership or to make serious changes to policies that harm the firm's ability to recruit and retain a diverse staff.

Understaffed, stressful environment on certain teams.

It wasn’t for me personally

- The workload. It will take a couple of months to catch up to you, but you'll be in for 9 hour days regularly. Just when you think the work slows down, it picks right back up as you're moved around to different teams or new projects are taken on. Clients are becoming more demanding during this prolonged WFH environment and it's increasingly challenging to be as productive, which management has not acknowledged. Summer Fridays is a joke - off at 3 pm every OTHER week -- this was recently switched last year, it used to be every week, and it should have been re-instituted during COVID. Work/life balance is a challenge here. - Constant feedback loop: M+R is ALL about feedback, but it feels like a never-ending cycle that rarely has concrete solutions. Many people give feedback "for feedbacks sake" and it's super obvious. Upward feedback is encouraged but almost impossible to implement, I'd go so far as to say upwards feedback is a black box. They hear you, they will validate your feelings, but it won't mean much at the end of the day. - Turnover: people come and go here frequently, and 2020 has been the year of people who were here for 3-10 years leaving. Management is more inadequate than ever when it comes to team staffing, and it's nonstop onboarding and off boarding across client teams.

VERY poor leadership Unrealistic expectations Clique-like upper management Wide pay discrepancy among employees

Low salaries, overworked junior staff, wild pace

- there is no firmwide organizational structure for project management, so its easy for tasks to get lost as you have to essentially create and maintain your own asana - no bonuses - time tracking is cumbersome - the pay days are strange (9th and 26th of the month)