Pros
When I first joined PHMG, it genuinely felt like a company that cared about its people. The culture was supportive, colleagues worked together, and there was a real family atmosphere. People were proud to work here, managers listened, and hard work was recognised but also rewarded. I built great relationships with both colleagues and clients, and it was a place where you wanted to succeed and build a career. ❌Unfortunately, that company no longer exists☹️
Cons
The last 6–9 months have seen constant changes to KPIs, commission structures unrealistic, management, and the overall direction of the business. These changes have been introduced with very little meaningful consultation or communication, leaving employees feeling disconnected from the company they once believed in. The departure of many long-serving senior leaders, some with over a decade of service, fundamentally changed the culture. Since then, there has been a noticeable shift towards a command-and-control style of leadership where decisions are made at Board level and simply passed down without employees having any real input. No care for the staff dealing with the hardest conversations! 💔 The transition to becoming an “employee-owned” company was presented as giving employees a greater voice and making us part of the company’s future. My experience has been the complete opposite. It feels as though the ownership changed in name only, while employees remain excluded from decisions that directly affect their roles, income, and future. Targets and KPIs have become increasingly unrealistic, with an overwhelming focus on spreadsheets, metrics, and data rather than the people delivering the results. Employees come to work wanting to perform, earn commission or bonuses and help customers. When targets become unattainable, motivation doesn’t increase, it disappears. Concerns raised by employees are too often met with “the data says otherwise” rather than genuine discussion or being appreciated. There is very little willingness to acknowledge the experience of those who actually perform the role every day. We are instead made to wait for a answer and also spoken to like we are idiots! The increase in micromanagement has been one of the biggest cultural changes. Trust has been replaced with constant oversight, new commission clawbacks, and ever-changing expectations. Employees are expected to adapt immediately while receiving little clarity about the long-term future of their department. They should have the decency to at least tell those in them positions where they stand or if they are to be made redundant! The introduction of the Pod Pilot model has only added to the uncertainty. Employees now feel they are competing to protect their jobs instead of focusing on delivering the best possible service to clients. It has created anxiety rather than confidence or being able to trust the process. Perhaps the most disappointing aspect is that the company has lost its identity. What was once a business built on loyalty, collaboration, and people now feels driven by fear, control, and unrealistic expectations. Morale is the lowest I have experienced, and many talented colleagues have already left or are actively looking elsewhere.