Pros
Employees who work extended hours and remain visible after normal business hours are often recognized during monthly town halls. There is a strong emphasis on acknowledging those who go above and beyond, although some employees may feel that visibility and long hours receive more recognition than efficiency, results, or maintaining a healthy work-life balance.
Cons
I have been at Avenue Living for three years and, unfortunately, my experience has been overwhelmingly negative. The organization frequently talks about culture transformation, culture change, and improving employee engagement, but from my perspective, very little meaningful action follows those conversations.
One of the most concerning patterns is the constant restructuring. Nearly every year, teams are reorganized and employees are let go, creating ongoing uncertainty and instability across the company. While many frontline and operational employees face increased workloads and job insecurity, senior leaders often appear to be rewarded with promotions and expanded titles like director and SVP. This creates a disconnect between leadership and employees in the field.
The previous review accurately reflects many of the concerns employees discuss internally. Leaders often scrutinize performance closely and publicly criticize or berate employees for not hitting targets, while People and Culture is widely perceived as spending more time discussing employees than addressing workplace concerns. At the same time, many employees notice a stark contrast between the expectations placed on operational teams and the work-life balance enjoyed by some corporate departments.
I also witness favoritism toward leaders who align closely with executive decisions without challenging or questioning them. Open dialogue and constructive feedback do not always seem valued, which contributes to a culture driven more by politics than collaboration.
The company has recently undergone yet another restructuring, and morale at head office has become increasingly tense. Employees who remain are expected to absorb additional responsibilities while continuing to operate in an environment of uncertainty. Many people feel relieved simply to have survived the latest round of changes. Within the H&R team, there is a noticeable sense of anxiety about job security following the elimination of the asset division, particularly given the perception that there are overlapping responsibilities and an abundance of senior-level titles throughout the organization.
Another issue that raises concerns for employees is a town hall discussion where the founder’s role in establishing the organization is omitted. For many, this omission prompts questions about transparency, leadership narratives, and the integrity of the messaging being shared with staff.
Perhaps the most disappointing aspect is the loss of many exceptional leaders over the past two years. These are individuals who genuinely care about their teams, support employees, and make the workplace enjoyable. As they depart, they are replaced by former leaders returning to the organization or leaders from other industries tasked with driving further change. Unfortunately, many employees feel the company has lost much of what once made it a positive place to work.
Many of us wish we could return to the summer and fall of last year when there were still leaders in place who demonstrated genuine care for their people. The organization has significant potential, but meaningful improvements in culture, leadership accountability, and employee trust are needed before that potential can be realized.
