#nepotism

Lots of major names have left the company, and people continue to leave. Probably a combination of the upper management culture (nepotism much…), LT mindset around optimizing and running as lean as possible, and the profit sharing changes which apparently we claimed “entitlement” to and did not work for. And really bad base pay relative to general industry. What do you think?

Been here for 19 yrs & the nepo babies just keep being hired !!! W/O naming names, there is this RVP who hired his best friend who became RVP. Then, the first RVP hired his nephew who was a disaster that lasted 4 yrs then hired his next door neighbor & she lasted 9 months. I believe RVPs are still there & the second one is incompentent. Lacks basic skills. Terrible hiring manager. Turnover under them is like 200%. But keeps getting pay increases and raises b/c they are best buddies.

Nepotism* is the practice of giving preferential treatment to relatives or close personal connections, especially when it comes to jobs, promotions or other opportunities. In a workplace setting, nepotism occurs when personal relationships influence hiring, advancement or day-to-day decisions, often at the expense of fairness and business transparency.

That favoritism can take many forms, including:

Bypassing formal hiring processes
Awarding promotions or raises without clear justification
Assigning desirable projects to favored employees
Offering preferred schedules and flexibility
Erica Salmon Byrne, chief strategy officer and executive chair at Ethisphere, shared a straightforward example: If a hiring manager fills an open role by quietly hiring a family member — without posting the job or considering other candidates — that’s a clear case of nepotism.

Research shows just how common — and impactful — these dynamics can be. Opportunity Insights, Harvard’s economic mobility research group, found that nearly one in three Americans will work for a parent’s employer at least once by age 30. In those cases, young workers earn about 20 percent higher wages than their peers without the same connections.

Types of nepotism

Nepotism doesn’t always look the same. In most workplaces, it tends to fall into a few common patterns. Understanding those differences can help you identify what’s actually happening and why it may be causing problems.

1. Reciprocal nepotism

Reciprocal nepotism occurs when a family member or close connection is offered a role and accepts it because of personal obligations rather than qualifications. This often stems from cultural expectations, loyalty to family or a desire to preserve relationships. When favoritism goes unchecked, reciprocal nepotism can become “just the way things work,” making it harder to draw clear lines around hiring and promotion decisions.

1. Entitlement nepotism

Entitlement nepotism happens when someone believes they deserve a job, promotion or special treatment simply because of their relationship to someone in power. This form is most common in family-owned or closely held businesses, where lines between ownership and management can overlap. Employees affected by entitlement nepotism may assume advancement is guaranteed, regardless of performance, which can be particularly damaging to morale and accountability.

1. Cronyism

Cronyism looks a lot like nepotism, even if family isn’t involved. It shows up when leaders keep hiring or promoting people they already know, such as former colleagues, friends or longtime contacts, instead of looking for the most skilled candidate and the strongest company culture fit. Over time, those choices can close off opportunities for everyone else.

1. Organizational nepotism

Organizational nepotism is a quieter form of favoritism rooted in internal loyalty. Leaders turn to the same familiar people, often former colleagues, and the same names appear again and again when new roles open up. Over time, employees notice when opportunities for advancement slow — or stop altogether.

1. Reverse nepotism

Reverse nepotism describes situations where power dynamics are distorted by external relationships. For example, if a manager supervises the CEO’s child, they may hesitate to give honest feedback or enforce standards out of concern for retaliation or job security.

https://x.com/jagermeisterni/status/2060342733232034122

I have been with this company since 2009. I started when it was HES and watched it transition into HSE (because someone's favorite thought it sounded better). I have worked across multiple parts of the function, including remediation and operations. At the lower levels, the work was solid and the mission was clear. As I moved up over the last 15 plus years, the reality became impossible to ignore.

For years, I dismissed the posts on this site as noise from disgruntled employees or people upset after layoffs. I genuinely believed the dysfunction being described could not reflect the Chevron I knew. I was wrong, and I am disappointed in myself for not listening sooner.

What I have seen at the senior levels is staggering. A function led by people who have never worked in the field. Leaders who talk endlessly to sound informed but contribute nothing of substance. Leaders who take credit for the work of others and present it as their own. A culture where competence is optional but connections are everything.

And yes, the nepotism is real. If you are tied to the right executive by blood or marriage, you are untouchable. I have personally seen performance ratings overridden because someone was someone’s daughter. That is not leadership. That is not integrity. That is not the Chevron many of us committed our careers to.

Everything I once dismissed as exaggeration has turned out to be true.

After more than 15 years of service, I am planning my exit. I will stay until I secure my next role, but it is clear this is no longer the organization it once was and no longer the place for me.

It is time to go.

That's what Medtronic should be renamed, because that's how everything works here. You either know somebody higher up or you're related to them and you can soar. The rest of us are sc--wed, though.

Meta's problems cant be solved by current leadership. Its time for Priscilla Chan to step down as CEO.

Most of us hold meta stock either directly or indirectly. This stock will go the way of cisco, ebay, yahoo if changes are not made and soon!

Nepotism has largely captured large swath of the company. Performance reviews no longer mater in those orgs. pip's are unheard of especially If you share the same ethnicity as your manager - you are often safer than safe. You enjoy large refreshes, fast easy promotions and high performance ratings. In this org, credit often belongs to someone else that cant speak your mother language.

For those not in the protected class. Wondering why they were let go despite exceeded expectations rating. You know why! Do you joke in the same language at lunch with your metamates ? This probably always felt off. You will never be in their tribe. You will never be one of them. Your manager can put you on pip and not think twice. Because you just don't feel like a team player -- because you can't joke with them at lunch.

Innovation is largely dead at meta. the company has been captured by a protected class due to nepotism of low performers that will never ever be pip'd. They are bleeding the company dry both of treasure and IP to give to mother country. Just simply running out the clock waiting for their green card in hopes the latter comes first.

We’ve angered and alienated the older workforce, which incentivized them to not give a flying f about knowledge sharing and transfer with younger workers.

The younger workers have no hope or real path forward outside of nepotism and generational wealth that boosts them up despite the sh-t we’re all sinking in.

The rich get richer and the AI/offshoring effort booms…

Managers simply protect their favorites and no merit in lay offs. Managers simply lie to their employees that they know nothing about layoffs. Leadership needs to adopt some transparent system or will be left with nepotism or favored employees.

It's time to say the quiet part out loud. Have you ever wondered why upper leadership are so terrible at their roles, have no expertise related to their core functions, and can hardly string together a coherent sentence? It's because they were never qualified to begin with. VPs, Sr. Directors, Directors, etc., they're school mates, college roommates, they attend the same church. That incompetent Associate Director who somehow gets away with doing no work at all? Well, the VP just so happens to be his uncle Dave. Uncle Dave even fashioned the role description with his nephew in mind. The truth is that...you never had a chance.

The recruiters are aligning the resumes of their friends and families to hiring manager specifications, and influencing the hiring decisions. Think you're a perfect fit for the role? Well, so does the recruiter. So much so, that they ensure your resume isn't seen by a hiring manager. It's important for them to quell the competition, after all.

Nepotism and Cronyism aren't new, but have increased in this abysmal job market. If you're not getting interviews, you aren't to blame. If you're making it to the final rounds of interviews but have no luck, it’s because you're being used by the hiring manager to meet an interview quota...they were never genuinely interested in you.

For all you overachievers who are excellent at your roles, your leadership feels the same way—which is precisely why you're being blocked from promotion. They want you to remain right where you are.

So, don't blame yourself. You're not imagining things and you haven't done anything wrong. You are just navigating a system that was never made for you to win. The good managers who support their teams are purged while Incompetence reigns supreme. But don't give up. If VP uncle Dave is trying to squeeze his niece or nephew into that management role...let's not make it easy for him 😉.

It's time to say the quiet part out loud. Have you ever wondered why upper leadership are so terrible at their roles, have no expertise related to their core functions, and can hardly string together a coherent sentence? It's because they were never qualified to begin with. VPs, Sr. Directors, Directors, etc., they're school mates, college roommates, they attend the same church. That incompetent Associate Director who somehow gets away with doing no work at all? Well, the VP just so happens to be his uncle Dave. Uncle Dave even fashioned the role description with his nephew in mind. The truth is that...you never had a chance.

The recruiters are aligning the resumes of their friends and families to hiring manager specifications, and influencing the hiring decisions. Think you're a perfect fit for the role? Well, so does the recruiter. So much so, that they ensure your resume isn't seen by a hiring manager. It's important for them to quell the competition, after all.

Nepotism and Cronyism aren't new, but have increased in this abysmal job market. If you're not getting interviews, you aren't to blame. If you're making it to the final rounds of interviews but have no luck, it’s because you're being used by the hiring manager to meet an interview quota...they were never genuinely interested in you.

For all you overachievers who are excellent at your roles, your leadership feels the same way—which is precisely why you're being blocked from promotion. They want you to remain right where you are.

So, don't blame yourself. You're not imagining things and you haven't done anything wrong. You are just navigating a system that was never made for you to win. The good managers who support their teams are purged while Incompetence reigns supreme. But don't give up. If VP uncle Dave is trying to squeeze his niece or nephew into that management role...let's not make it easy for him 😉.

It's time to say the quiet part out loud. Have you ever wondered why upper leadership are so terrible at their roles, have no expertise related to their core functions, and can hardly string together a coherent sentence? It's because they were never qualified to begin with. VPs, Sr. Directors, Directors, etc., they're school mates, college roommates, they attend the same church. That incompetent Associate Director who somehow gets away with doing no work at all? Well, the VP just so happens to be his uncle Dave. Uncle Dave even fashioned the role description with his nephew in mind. The truth is that...you never had a chance.

The recruiters are aligning the resumes of their friends and families to hiring manager specifications, and influencing the hiring decisions. Think you're a perfect fit for the role? Well, so does the recruiter. So much so, that they ensure your resume isn't seen by a hiring manager. It's important for them to quell the competition, after all.

Nepotism and Cronyism aren't new, but have increased in this abysmal job market. If you're not getting interviews, you aren't to blame. If you're making it to the final rounds of interviews but have no luck, it’s because you're being used by the hiring manager to meet an interview quota...they were never genuinely interested in you.

For all you overachievers who are excellent at your roles, your leadership feels the same way—which is precisely why you're being blocked from promotion. They want you to remain right where you are.

So, don't blame yourself. You're not imagining things and you haven't done anything wrong. You are just navigating a system that was never made for you to win. The good managers who support their teams are purged while Incompetence reigns supreme. But don't give up. If VP uncle Dave is trying to squeeze his niece or nephew into that management role...let's not make it easy for him 😉.

I want Nike to succeed, but what’s happening in certain areas is deeply concerning and hard to ignore.

Not all managers are part of this, and there are still many who lead with integrity. However, in some cases, hiring is clearly not based on merit. Positions are being filled through favoritism and personal connections, including close associates and family members and friends of managers—this is nothing but nepotism.

There are also serious concerns about unethical practices tied to hiring decisions, where managers appear to benefit from perks such as holiday packages, gift vouchers, or other incentives from contracting firms especially CW. That crosses the line from bias into corruption.

At the same time, genuinely skilled, hardworking, and committed employees have been let go, while those benefiting from these practices remain. This sends a message that integrity and capability are not always valued equally.

That said, there is life outside this company. Many of us who left including me have found better opportunities where merit, transparency, and hard work are recognized and rewarded.

If these practices continue, they will damage not only employee morale but also the company’s long-term credibility and success. No organization can grow sustainably on favoritism and unethical decision-making.

Nepotism is everywhere, sure, but this place has industrialized it. Leadership’s kids, cousins, college roommates, golf buddies, family friends, Intel connections, and basically anyone who’s ever made it onto the holiday card list get quietly slotted into comfortable roles, while layoffs sm--k around the downtrodden and the rest of us sit here waiting to see whose number gets called next. And somehow, they still have the audacity to parade it all over LinkedIn and every other social platform like it’s a leadership masterclass, a kind of “how to succeed in business” series where step one is simply being related to the right person. At this point, merit isn’t just optional, it’s almost suspicious.

100% total absolute joke.
The place thrives on three foundational pillars: nepotism, low morale, high turnover!

TLDR: It’s not one problem. It’s a broken culture, recycled leadership, slow everything, and no real accountability. Nothing changes until the people at the top do.

It’s the culture. It’s the nepotism. It’s the same insular leadership group playing musical chairs and calling it progress. Your reward for poor performance is getting moved to run another department.

It’s the fact that half the people on campus on any given day are contractors. It’s hard to build anything real when so much of the workforce is temporary and disconnected.

It’s us still working like it’s 2006 while most of corporate America is in 2026. Outdated systems, outdated processes, and no urgency to fix them. Ten year “transformations” that take one year at any competent company.

It’s the consultants who latch on and never leave. Endless decks, endless frameworks, no real accountability. Just more layers between the problem and anyone willing to actually solve it.

It’s a tech org that still acts surprised that global talent exists. It’s marketing that talks about the consumer like it only fits into narrow boxes instead of understanding how broad the audience actually is.

Too many people with “creative” in their title, not enough actual creative thinking. Safe ideas, recycled ideas, nothing that really pushes.

And all these posts about going back to some golden age miss the point. Those same problems existed back then. People just didn’t care as much because the company was winning and everyone had a job. The s-xism, the favoritism, all of it was there. It just got ignored. Then the company tried to correct course with DEI but a lot of that turned into people taking care of their own under a different label. Still no one said anything. Not really. Not until layoffs started hitting.

There is no course correcting this with the same people making the same decisions. It needs new leadership and a genuinely fresh perspective. That’s not impossible. Look at Abercrombie, Gap, Levi’s. Even Adidas managed to steady itself after the Kanye mess in a couple of years.

Culture starts at the top. Always has.

How do you spell OPEN in reverse? Ahhhh, yeah. Galore.

For all those who use the word, what is the definition?

I ask because the spirit of your callout is just, but you further yourself as an id--t and follower (entertaining) by consistently demonstrating you don't know the definition nor have a desire to seek it and the accurate term for what you describe.

It's frustrating to see how often promotions and opportunities seem to align more with who you're related to than what you bring to the table. At the director and above, it’s hard to ignore the number of spouses and siblings in the same org. Sometimes it feels more like a family business than a meritocracy. Anyone else noticing this pattern? Feel free to drop the names or family ties you’ve seen around. Let’s see how deep this goes.

The Danville plant is a mess due to lack of leadership because they refuses to lead! Nepotism runs the show, accountability is nonexistent, and the people who actually keep the place running are treated like they’re disposable. It’s unbelievable how far the culture has fallen. Danville has low morale, high turnover, and a leadership team completely disconnected from reality. We will be lucky to have jobs by the end of the year! What was once a great place to work is an absolute nightmare to go into!

Thread regarding Builders FirstSource Inc. layoffs

G-yatri's Reign of Te---r Continues

Paradigm was the best job I've ever had. In about a years time it was turned into the worst. It's depressing.

Paradigm didn't rely on layoffs for quick number pumping. Even during the great recession, Covid, after the incident, my understanding is we never did actual layoffs. Our old leaders would hustle, try to drum up work, dig into the war chest, to make sure we kept operating and innovating and that its people were taken care of.

But we were told, times are tough. Housing is down. We have to tighten our belts to make this work.

A few weeks ago another round, only three people, but all well respected leaders, unceremoniously gone on a Friday. Then, only a few weeks later we have an all company meeting where we meet like 10 new executives and hear about their favorite condiments. Not a good look.

Now we’re told 2% raises company wide.

Meanwhile, all the actual people doing the work are seeing a dozen newer executives running around, making confusing decisions, contradicting each other, stressing people out. They pitch projects but don’t tell anyone the goal. We don’t know who the persona is, how these projects are supposed to make money. I struggle to understand what benefit they actually add.

It just seems like a huge nepotism tree. G-yatri hires all of her old friends, get the band back together. They are all yes men/women. Just do the thing, don’t ask questions.

I’m not an accountant, but they have to cost more than all the people laid off this past year.

And that expense is on top of the probably expensive AI licenses we’re paying for. Tools, that as far as I can tell, aren’t helping us. Hushed conversations in the hallway or at happy hours about how much extra work all these new “tools” are causing. But everyone is too afraid to speak up because they don’t want to be in the crosshairs for the next round of layoffs, so the concerns only bubble up so much.

And then we have to see our company’s LinkedIn page being a shameless commercial for Blitzy. Did we get a deal on our license with them? Where is the 4X development that was bragged about? Their site looks like a marketing guys idea of what AI might be able to do, but I haven't heard any of the product folks saying, "wow, Blitzy really made things better."

Maybe it is. Maybe this is making us so much faster. But we have no idea because communication has been terrible since G-yatri took over.

We’re now extremely top heavy. I don’t know what value these new executives bring. It feels like they are slumming it with us, looking at s-xier tech startups, wishing they were there instead.

And when the market crashes, and it will soon, the do-ers are going to be the ones sacrificed on the altar of “Shareholder” value. Most these AI companies won't exist and the ones that remain are going to start charging the real prices for their licenses instead of the venture capital prices they currently are at.

I don’t know if BFS and Peter Jackson know the level of talent that they have/had at a discount because the Paradigm culture was worth getting paid a lot less for. Well the culture is dying. Everyone has updated their resumes. And if the job market were any better, there would be a mass exodus happening.

We all sit here, on the eve of the financial quarter end, anxiously staring at the all company meeting on our calendars for Thursday. Never knowing what reorg, layoffs, or new executives will be announced. These used to be fun meetings where people got together, saw each other in person scheduled happy hours for after work. Now, the meetings are met with a mixture of dread and disgust.

Does anyone find the cisco/rep nepotism here incredibly rampant? More often than not I find most of the nepotism hires incredibly incompetent.

I've stopped bringing ideas up. What's the point? The people running Humana are all friends. They protect each other, promote each other, cover for each other. Anyone outside that circle might as well be invisible. You could have the best idea in the world and they'd still find a reason to say no. Not because it's bad, but because you're not one of them.

You get to experience favoritism, nepotism, and exploitation. No growth at all. Leaders who only care about themselves and face no consequences for anything. Great place.

tgs seems to have too many ineffective people. they hire and promote friends and family, then outsource most of the work. when things are not delivered, they blame the outsourcing partner insted of taking responsiblity. some vps show very low maturity. we need to remove those vps and the cio... and focus on skill based hiring.

How can an individual contributor ever hope for an exceeds expectations rating when they are being calibrated against managers? The visibility, opportunities, and important meetings that managers are privy to isn't an option for individual contributors -- at least not on my team. It is not a level playing field. The managers should be calibrated against other managers, and individual contributors against other individual contributors. This would require more of a general pool approach with milestones adjusted per level-- not so much role. Managers should be expected to perform at a higher level, but the way it's set up now, the bar is same for managers and individual contributors, yet the opportunities to exceed the bar is not. With the "rationing" of exceeds expectations -- it is even more important that at least the playing field is as fair as possible. There is also too much of an opportunity for nepotism and favortism the way it is set up now. Where are the checks and balances? How do you keep someone from saving a favorite who is barely performing at all by stealing from the kitty to under rate a top performer?

it hurts to watch what's goin on right now. a few terrible hires slowly ruined everything. once a place of pride + a standard of excellence.... unless BD ends favoritism, nepotism and stops the kickback culture, it will keep rotinng inside. period... there is no real revival and for me the damage feels intentional. we are all silent, and that makes us complicit. Too many so called leaders are useless.... they would fail as any type of a contributor... now BD calls that leadership!!!!!! what a circus...

The recent hires coming through are really questionable. Some managers are just bringing in friends who aren't qualified for the roles. Hard to watch when actual talent is sitting out there looking for work.

I had to go to the Charlotte office last week, and met with the Public Cloud Team. I am talking 100% are Indians, and I am sure most are on H1-B visas. Nepotism hiring is clearly going on here, and we are going to be in trouble if rumors about what the current administration is going to implement later this year with Companies and their H1-B visa allotment.

Not to mention legally we are at risk if a non-Indian on the IT side files a legal complaint against us. I am not joking when I say 100%, how was this even allowed to happen. Certainly our HR department has to know this is going on, right????

Oracle management (VP's, Directors) has this bad habit of keeping another proxy or wife at office.
Projects are being treated like arranged marriages between a VP and their preferred proxy. The 'spouse' in this scenario often lacks the technical acumen to lead, yet they are given total control over the 'business.' The spouse does all meetings and discussions. This wife will run the project as if he/she knows everything. But no brains, he is the d-mbest person in the team.

To break this domesticated hierarchy, we need to introduce 'cross-cultural friction.' By ensuring that reporting lines are diverse. Pair American, Indian, and Chinese professionals in a matrix. Rather than Indian VP - Indian director (or) Chinese Director - Chinese CMTS, Oracle should force the organization to operate on merit and logic rather than the 'unspoken language' of a private circle."

Oracle can be easily sued on this basis for biased hiring and bad management practices.

Does it seem like many of the recent Manager & Lead promotions went to people that have no clue what they are doing?!? People are getting “promoted”- more like PLACED- to positions they should not be in. Some of these same people could barely do their job prior or have no clue about the job of those now reporting to them. Yet on the flip side, qualified people aren’t even looked at or cannot even make it half way through any interview process because most of HR is a sh-t show. Guess that’s always been the #nikeway. Be in the nepotism club or get left behind.

The rumor is TCS (Tata Consulting Services) will be the vendor, what is cooking here?
Dan in order to ensure competition exists, please do not limit to one vendor ... TCS has very poor delivery record. Hire cheaper, subpar contractors ...
One vendor approach will ki-l access to talent and competition. There is already alot of biasing, nepotism, favors being extended.

This is something to dig deep into, to find where the problem is ...
Conspiracy? Kickbacks? Why being pushed towards one vendor?

We discriminate against everyone equally here

(Unless you are a member of the nepotism club)

Can anyone remember the last time a promotion went to the most qualified person, and not just someone's friend or relative? I feel like genuine merit-based advancement doesn't exist at this company anymore. How are we even supposed to stay motivated in such an environment?

Washington state hiring managers are all corrupt. The majority of Washington state jobs that are announced first get offered to current "well connected" state employee's family members and close friends. You may be contacted and asked to do an interview, in which you think you got a chance at the job, but you don't. You are really being used as a suc_ker to meet the minimum number of interviews the State hiring manager is required to do. It's still a waste of your time unless you are connected, because the Washington state hiring managers have already chosen a family member or close friend and quietly offered the job to them before they even contact you asking you do an interview. So, consider all Washington state jobs posted as a sham and don't waste your time applying.

Found this interesting Reddit thread for yesterday.

https://www.reddit.com/r/IBM/comments/1qot69r/workplace_politics/

Gave me much relief I am not the only one feeling and experiencing this at IBM. I attend the Albany Research center in New York and the location is entirely run on politics. Nepotism, cronyism and favoritism rule the site. It’s run by a small group that has been in charge since the beginning. Merit and hard work and accomplishments mean little here what matters most is if you are one the favorites. It seems the locations intended is for personal gain of small group and their acolytes and not for semiconductors.

Quick observations from colleagues across Fidelity sites:

Heavy reliance on personal networks for hiring (often relatives/friends from India via H-1B/transfers) → opportunities stay within tight groups.
Frequent non-English communication (Hindi, Telugu, Tamil) in teams → harder for others to participate fully.
Some regional cliques/tensions (North vs. South Indian) → minor friction in team dynamics.
Manager concentration in NC (Raleigh-Durham) and Boston → Westlake (TX) employees feel work gets less recognition, with favoritism toward co-located East teams (“out of sight, out of mind”).
A few ex-Infosys/TCS folks bring limited knowledge-sharing habits → siloed work, reduced collaboration, and poorer team culture in affected groups.

Anyone seeing similar patterns in Westlake, NC, Boston, or elsewhere? Share anonymously below—helps gauge if it's widespread or team-specific.

Why would the first sentence of your LinkedIn about section be a brag about coming “from a family that has nearly a century of combined service at ExxonMobil” Since when does what your dad or grandpa did at ExxonMobil matter for your own contribution?

The CEO recently appointed a seemingly un qualified person as Executive Vice President|This cronyism is a continuation of the same practices from previous administrations and it destroys morale | It seems like the same people keep getting new titles and pay raises and always are in congratulatory emails from the CEO | Does no one else besides these people deserve recognition, promotion & a new title ? | It sounds like not | When is this nepotism going to stop and who will stop it ? | Many of us want recognition, a pay raise, our name in lights, and to be listened to |

IS NEPOTISM ILLEGAL IN THE U.S.?

In the United States, nepotism is not necessarily illegal. However, it can become illegal if it violates anti-discrimination laws or results in the misuse of company resources.

For example, if a company owner hires their spouse for a high-level position, and that person is not qualified for the job, it could be considered illegal. Similarly, if a manager promotes their friend to a position that they are not qualified for, it could be seen as a misuse of company resources.

However, it’s important to note that nepotism at work is not illegal in and of itself. It’s only when it violates other laws or policies that it becomes a problem.

THE CONSEQUENCES OF NEPOTISM IN THE WORKPLACE

While nepotism may not be illegal, it can still have negative consequences for both the company and its employees. Here are a few potential impacts of nepotism in the workplace:

Decreased morale: When employees feel like they are being passed over for opportunities due to nepotism, it can lead to decreased morale and increased turnover. This can be especially true if employees feel like they are being treated unfairly or that their hard work is not being recognized.
Decreased productivity: Nepotism at work can lead to a lack of trust and respect among coworkers. When employees don’t feel like they are being treated fairly, it can lead to decreased motivation and productivity.
Legal consequences: As mentioned earlier, nepotism can become illegal if it violates anti-discrimination laws or results in the misuse of company resources. This can lead to costly legal issues and damage to the company’s reputation.

(Article was in HR Digest)

Bill Flynn saved the company. We need another Bill Flynn. Our execution sux. It takes forever for everything & anything. No efficiency. No competency. No urgency. Top brass don't care. Why ? B/C they will collect soon on $2.5M-$3M pensions & sail into the sunset w/no worries. Take away their pensions & who will crawling to daddy and mommy now ? The Board don't care. They collect $200K per year to listen to sugar coated versions of alternate reality. No checks. No balance. No accountability. No care in the world. Crony capitalism. Nepotism. When's the last time any board member had lunch with a rank and file employee ? When have the met in a roundtable setting with employees ? When have they led and attended focus groups of clients ? Never ! Board is not accessible. Not approachable. Doesn't truly care about the company employees or clients because they are silent and invisible.