There is plenty of talk about transparency across the flat org chart, change management, process improvement and scalability, however, I did not consistently observe this. All of my colleagues were incredibly busy and had no time to effectively engage in any of this, much less, mentor new hires effectively. Unless the new hire literally went out of his/her way to stop colleagues and asked for answers, the advertised learning environment was not present. I was literally informed "we're too busy to ask you what you don't know" which did not sit well with me from my fifth day onward. How does a new hire even know what to ask or how to ask questions in an eloquent or intelligent manner when they've not been given the adequate training/tools to be successful? Food for thought.
I can say that IMS is not a good fit for those coming from structured environments where there are fully formed onboarding curriculums in place to ensure a new hire's success in the industry. A 90-day ramp up expectation was encouraged here, so I was mislead in thinking I had time to ramp up and demonstrate my abilities. I directly and plainly expressed my desire for complete transparency on my performance with management and senior colleagues on multiple occasions, all of whom expressed positive progress given my non-finance/non-accounting background. I was repeatedly assured my learning curve is to be expected and was encouraged to slow down rather than try to ramp up with my colleagues who do have a finance/acct background. The consistent misleading feedback was not constructive to my actual performance output and did not provide me with the growth opportunity talked about here.
Based on my whole experience here, I have been reminded to trust my instincts and be wary of a culture that over-promises and under-delivers. The last day was heavily disjointed and led me to lose a great deal of respect for my direct management team's unwillingness to step up and be thorough.
