Here's the executive and HR strategy wrt to employee compensation, salaries and staffing:
1. Pay employees only 80% of the market median. This is the stated company policy and as a hiring manager, I've had strong push-back from HR to maintain the 80% target even for very talented recruits.
2. Routinely skip yearly raises (you will get a raise once in every 3 years on average).
3. Off-shore the hell out of all functions at the doer level to India. Keep only fat cat VPs who for the most part part are quite useless.
4. The CEO and exec mgt will routinely provide multiple promotions to so called "key employees". So you will see the following in a 2-4 year cycle for a VP: VP-> SVP->DVP-> Sr DVP -> EVP. But you will rot as a low paid senior engineer or principal engineer for 5 to 7 years before even getting considered for a promotion.
5. CEO and mgt have a perverse view of value. Their belief is that all value is provided by the hot air blowing/talking VPs and above and not the tech talent that produces products. PTC culture is the anti-thesis of the Silicon Valley/ American Innovation/ American meritocracy culture.
6. You will get severely side-lined and your career/motivation will die a slow death unless you kow tow to a few big shots VPs who are so mediocre that its not even funny ..its actually very sad.
7. And oh by the way, good luck ever trying to get your yearly bonus after working 18 hour days for the year. The CEO/CFO will use the employee bonus pool to fund the ridiculous promotion paths of VPs (see point 4).
5. Layoffs every quarter is a guarantee. PTC' mgt has created a culture of zero empathy for its rank and file employees.
6. PTC is an experiment for the washed up ideas of an HBS strategy prof who was on the board and is trying to reclaim his relevance on biz/tech strategy space through the ridiculous IoT psuh that is going ot result in a 20-30% job reduction by 2015 year end.
