China management was just a joke during organizational change - Client Services Consultant Right Management Employee Review

There was no new employee orientation (except the company introduction), and no training for new employees to learn at all. No such a RM consulting model, and no one could tell what RM model was. The company only hired the new employees who should have the solution selling capability and sell by his/her previous experience. So there was no legacy to pass on, the consulting business was purely depending on its consultants own experience, not on the organisational intellectual property. Too much internal politics between Right Management, Franklin Covey, and Manpower three powers in one company. The Franklin Covey the arguably training sales team in China had a good sales record and showed arrogant attitude and unwilling to cooperate with the RM consulting team. The company was separated and had very few cross team collaboration. The condescending attitude was toxic and damaging the company culture. The senior management was very result driven without caring about the people and their growth. People are always thinking about how to find better opportunity and leave, not how to contribute to the organizaiton. In China the Asia Pacific power from Singapore was strong and its control over China gave little autonomy to respond to the real market needs.