Check out this post! "New hire... And how on earth is it this bad? (Wells Fargo)"
https://www.teamblind.com/us/s/dajHKXOX
5 replies (most recent on top)
"Everyone else is doing it" didn't work on your mom when you were 6 years old, but you think it'll fly now? 😂
@a1+1jnmz7x5q Lovely post. You sound like you are resisting your "management bully training" at Wells Fargo. It sounds like you are one of the few that have (or had) a good manager. But he/she alone can't protect once you are on the field. Your soul is pricking you to move on.
omg thats me!!!!
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Hey all,
I'm a relatively new full-time hire, having transitioned from as a contractor on a technology team earlier this year. I was also promoted to a lead role developing without giving too much away we will say systems. The pay is solid, and the initial gig was good.
But what’s blowing my mind is the sheer lack of quality across almost everything. It’s unmistakably bad. I used to be a consultant, so I’ve worked at dozens of Fortune 500 companies before Wells, and I know the grass is greener elsewhere. It’s so bad that even when I describe it, I barely believe myself.
- Professionalism (or Lack Thereof) – Some colleagues make me never want to interact with them again. One project lead constantly trashes their assistant (whom they requested) the moment they leave a call, making crude comic book analogies about them. Another literally won’t speak to or make eye contact with an engineer, so I have to act as a middleman like a divorce attorney. Another I cannot sit next to because they don't seem to shower or use deodorant. Meetings? People accept invites but don’t show up, or they join while driving and barely pay attention. Asking for meaningful meeting titles? Impossible. I'm often messaged "Hello" in Teams with no follow-up—what do they even want? Basic professionalism is nonexistent. I've brought this up with a few managers and I was told that it used to be worse.
- Terrible Planning – Our backlog and user tickets live in the same project, so random work is dumped into our sprint mid-cycle with zero refinement. Everything defaults to a two-week deadline, and engineers are left to figure out realistic timelines - or so they say. Stories and acceptance criteria are either unreadable or overloaded with technical jargon—half the time, it just looks like unfinished work someone abandoned. And who thought cloning user stories every quarter was a good idea? There are hundreds of duplicates, often tied to the wrong features. First quarter reporting is going to be absolutely useless.
- Nonsense Policies – The “core location” strategy is a joke. Tons of remote employees never step foot in the office, yet leadership pushes it as a priority. Meanwhile, I have no clue how they plan to replace the talent on my teams that is half remote including my manager who was a big part of the reason why I took the position. Have they even been to the Dallas or Minneapolis campuses? They’re dumps. And with the recent layoffs, people are already looking elsewhere. On top of that, who in their right mind thought moving more roles to SF Bay—including mine—was a smart move? Does management think I’m just going to sit here and not look for a more stable job after learning all of this?