Very bad management and feedback experience
Gut am Arbeitgeber finde ich
Remote work
Schlecht am Arbeitgeber finde ich
During my time at Kaufland E-commerce, I initially joined the KCard team, where I consistently fulfilled my responsibilities and contributed to the team’s goals. After two months, I was informed that I would transition to the Product Detail Page (PDP) team, a critical component of any e-commerce platform, due to my technical expertise. However, I stayed an additional month in the KCard team to ensure the completion of ongoing tasks and a smooth handover.
On my last day with KCard, I received unexpected feedback stating that I hadn’t shown sufficient initiative as a senior—feedback that was never communicated during our regular 1:1 meetings. Despite this, I transitioned to the PDP team and continued to perform without issues, receiving praise for my contributions. For example, my development plan for the next year was highlighted as one of the best in the team.
However, in my final week on the PDP team, I received sudden feedback that my communication was not effective and that I was perceived more as a mid-level than a senior. When I asked for examples of my communication to understand how to improve, I was not given concrete examples of my own messages. Instead, I was shown messages from another colleague and was asked to model my communication after theirs. This feedback lacked specificity and actionable insights, leaving me unclear on how to address the concerns.
This experience highlighted significant gaps in the company’s communication and feedback processes. Key concerns about my communication and senior-level expectations were not addressed in a timely or actionable manner, leaving no opportunity for improvement. A culture of regular, constructive feedback and clear role expectations would have fostered better communication, trust, and professional growth.
Verbesserungsvorschläge
Focus on having better engineering managers with a clear vision to foster a productive and supportive work environment. While expectations for roles may already be defined, ensure that engineering managers consistently apply and enforce these standards to maintain alignment and fairness. A structured system for providing regular, constructive feedback during 1:1s is essential. Avoid delaying important concerns until the end of a project or team transition, and ensure engineering managers are equipped to address issues promptly with specific examples and actionable advice.
A strong foundation in engineering management will not only result in better investment in employees but also create a clearer career trajectory, benefiting both the individual and the company. Foster open and honest communication to build transparency and trust, and ensure a consistent approach to positive recognition and constructive feedback to avoid confusion and enhance employee satisfaction. When engineering managers align their actions with defined expectations, the company can cultivate a stronger, more motivated workforce and achieve better outcomes.