Incompetent & Immature Leadership - Sales Teads Employee Review

Sincere apologies for the delay in our response but we want to first thank you for taking the time to provide valuable and detailed feedback on your employee experience. Hard work and dedication to the business is expected and required of all employees. Each team member is given quarterly goals based on their business unit and the priorities of the company, as well as evaluated each year during an annual review program. We encourage employees to discuss their career pathing ambitions with their manager on a quarterly basis for frequent feedback on progress. Earlier this year, over 20% of the North American staff was promoted across ten different departments and at levels from Coordinator through Senior Vice President. Fifty-five percent of these promotions went to women. Trust is a vital component of any employee and company relationship and sometimes the perceived lack thereof gets tangled with manager’s leaning in to help their team members. While micromanaging can be frustrating, it is not something that cannot be overcome. We encourage our employees to have an open dialogue with their manager on what is needed for both to feel confident in the actions of the other and revisit this topic on a consistent basis. The health and safety of our staff is and always will be our number one priority and quite frankly, when employees are ill, we request that they stay home so as not to infect others. When COVID-19 entered the US, employees were asked to stay home and the office was closed temporarily. The Human Resources department worked tirelessly to reopen the office for staff members who did not have a comfortable set-up in their home. This reopening was done with great care and in accordance with CDC guidelines and remains completely optional to all employees. For the majority of staff that remain at home, workspace accommodations have been made and funded by the company. As a business, we group mental and physical health together and as such, instituted mandatory mental health days to help our employees cope with working and living at home. In addition to what was outlined above from a health perspective, COVID-19 added a financial complexity to our business in 2020 that was unprecedented. While many steps were taken to avoid furloughing staff, this step became necessary in April. In addition to receiving monthly updates throughout their furlough period, these employees maintained their health insurance, which was critical to us in the decision-making process, as the health and safety of our team is our number one priority. The staff that remained within the business also received weekly updates on how the business was trending during this difficult period. Diversity, equity, and inclusion remains a key focal point for our business and we’ve made significant developments over the past year to be more transparent about where we need to improve and how we will get there. Most recently, we conducted an identity survey within the US business to understand the racial make-up of our staff versus both the US population and our industry. This gives us an important baseline for which we can build off of with many initiatives including but not limited to hiring, training, and development. Continued feedback like this will push our business to the next level and we encourage your to continue the dialogue with us through the Human Resources team or through our anonymous channels. Ines Quesada Chief People Officer