Work-life balance - Assistant Manager M-SWASTH Employee Review

1. There is no work pressure until unless you become senior( 1 step above of Agent level) 2. If you become senior then you have only one work to do which is making reports at EOD 3 . one who will join Mswasth he/she becomes happy due to low work pressure in operations but TLs are showing they are too busy to respond you but they used to busy by watching reels

1. very low salary increments 2. stuck in same role 3. Politics 4. improve Salary structure 5. FNF issue

The organization operated in the healthcare sector and had the potential to create a meaningful impact if internal leadership and systems had been stronger. Employees sometimes gained exposure to multiple responsibilities because of the absence of clearly structured teams.

Encourages fake reviews with forced negatives and exaggerated positives Weak leadership leading to unclear direction and inconsistent decisions Top-down management with little room for collaboration or discussion Frequent escalations and reactive behavior creating a stressful work culture Last-minute issues forcing teams into extended working hours Poor inter-department communication causing confusion and rework Weak cross-functional collaboration and siloed operations No structured processes to manage inter-team dependencies Delays due to lack of alignment across departments Heavy reliance without a proper in-house functional system No brand governance, resulting in inconsistent creatives and messaging External consultants leading teams with extremely limited real contribution Under-skilled team using basic skills, tools, lacking professional capability Overdependence on junior staff handling multiple roles at low pay Low-quality outputs, delays, and repeated revisions across functions Lack of proper training across departments, which results in negative consequences No physical/demo-based training, making on-ground execution difficult Absence of proper collaterals and creatives, affecting customer communication Excessive HR involvement with the founder and teams in routine operational matters Unclear authority structure due to HR interference A typical mindset to judge people over their looks, language, daily life, etc. Unclear workload distribution and hierarchy within the team Perceived favoritism and lack of transparency in leadership decisions Funds raised for multiple teams but minimal actual spend on execution Misuse of raised funds for personal benefits and non-business expenses Misallocation of resources instead of investing in teams or skilled hiring No structured workload distribution, leading to imbalance and pressure Poor planning resulting in frequent last-minute task allocation Unclear and restrictive leave policies, especially during probation No focus on employee well-being or work-life balance No engagement initiatives, negatively impacting morale and culture Inadequate onboarding with unrealistic expectations from new hires Junior employees given inflated responsibilities without support Senior roles diluted or displaced, leading to forced exits Lack of training, mentorship, and professional development Frequent probation extensions instead of providing proper support Employees often let go around appraisal or post-probation to avoid salary increases Minimal managerial guidance for growth and skill improvement