The company grew to multiple their size in less than a couple years, the people from before was being promoted regardless of experience/qualitification to allow new hires for the expansion. Your achievements were only as good as taking you to your final interview, once you are in your years count from day 1 reporting duty at the company. Some of the new hires were way more matured, experienced and qualified than their people manager, who does not even bother to read the resume of their colleauges. Performance review has nothing to do with client delivery. Your people manager was the only factor to determine your performance, allowed power abuse, harassment and humiliation. I have no idea why they bothered with industrial hire. Some of the senior leaderships had no idea in the industry they are managing, because years ago they were offered a promotion to another team in order to be get rid of, sometimes for multiple times until they are totally out of that area. As a result they favored junior with no real experience, because they were so much easier to be managed. Plenty of opportunities were gone because of that tiny bunch of arrogrant management. They can even go as far to frame you for things you didn't do even if you have black and white to back you up just to cover their posterior. Hijacking the company values just to talk you over. And they blamed the client for not being helpful in filling them out with the details, which was considered common sense if you had worked in that area seriously for more than half a year. Invent position themselves as a global company with more than some 200k employees from around the world, but the truth is it is not as easy to be seconded or even getting offshore/remote roles, although partly because of the economy. Silo operation within UK and intracompetition within Europe. You need a project code for cloud instance in an IT consultancy. Roles are not as plenty as they claimed, different teams were bidding similar project, stream and capability using same set of template solution. Trust the negative comments with a lot of reactions. Super narrow client base, public sector is way too large. Super narrow capability range, IT implementation strategy are copy and paste approach. Business development does not exist. Unqualified leadership dictates bid direction which narrowed development, opportunity, and sometimes maintained the IT consultancy position of the company, despite Invent is a management consulting brand of Capgemini. This company was rated 4.6 or 7 when I first got in, and now even the company pushes people to give good review on Glassdoor for PR they are so going to drop below 4 like Capgemini at this rate.
