While the reverse commute kept me hanging on longer than I wanted, the reality is that the leadership team has bitten off way more than it can chew: WD acquired Hgst, and Sandisk, and are trying to homogenize the three subs into one company. This means they went from a 40,000 employee company, to a +/-80,000 person company. There is a lot of planning and perseverance that need to happen in such an enormous integration. Systems, teams, product lines and cultures need to meld. Exec's are making decisions without fully understanding the final impact, because they don't have insight to the lower levels. Leaders aren't selecting comprehensive tiger teams to plan facilitation of these enormous tasks, and at the end of the day, they're not willing to back off from bad decisions or poor or faulty execution. That results in tremendous hardship for the lower level people who are just trying to do their jobs. And as people leave (voluntarily, or through many layoffs that are inevitable after acquisitions) there's no urgency to replace or reassign critical roles. Communication is nearly non-existent.
Any company of this size that misses a pay cycle to all legacy Hgst employees is simply not planning well! Leaders should be embarrassed. Exec's need to reach deeper into the employee population to plan and make facilitation and implementation decisions, as they clearly don't understand down the road impacts. There will be many more employees who give up along the way, and they're likely to be good ones. My guess is that by 2018 the worst issues will be resolved. Good luck!
Reverse commute, competitive pay
Chaos, uncertainty, un-integrated systems