- I feel very unsettled with the seemingly biweekly frequency and rate at which key people in our department have been leaving. I suspect the following to be key factors: low pay raises, limited internal promotions, RTO, and a strict fixation on KPI's/metrics coupled a growing pressure from upper management for high performers to maintain unsustainable workloads to offset those departures (while making up for the low performance of others). There are likely even more factors and explanations for this that lower level engineers are shielded from ever hearing about, save for unfounded rumors - To the above, all this has been feedback I have openly shared with my managers, and frustrations that I also have. The response I get is often one of acknowledgement of these conditions, and a promise that there are initiatives and plans in place to make improvements in the long-term. However, change rarely comes. Teams consistently operate undermanned as there does not appear to be a good process in place for capping PTO requests and development days, target metrics and KPIs are not adapted to account for the volume and complexity of different product areas a support engineer is assigned to specialize in and support, discrepancies in the amount of assigned work between high and low performing individuals in a team, only continue to grow. That being said, I can also see lower level managers looking exhausted and dejected, likely from the demands and direction of senior management, along with their indifference to the concerns and feedback that are presented to them
