CBRE reviews

- Regarding committees: ideas are often shot down due to not wanting to spend money. Committees often get in the way of completing actual assigned tasks. The priority is sometimes screwed up. -Leadership starting at Senior Controller position is often very out of touch with their employees. I doubt that Senior Controllers know 20% of their employees. They often feel unapproachable either due to their personality or that they appear so busy that you can't have more than 1-2 minutes with them to discuss issues. - Too focused on initiatives to become efficient (aka: lower costs) - They spend so much time and money on employee turnover that their lower salaries isn't actually saving money. They are spending more money to replace those people, not to mention the stress that is incurred. - The "box theory", which means that there typically can't be a promotion without someone vacating a "box" first really hurts morale. Solid, good accountants wait months to get promoted and often leave the company because it takes so long. - "Points" were very broken at the time of my departure. They are trying to fix it by finally making their employees book their time spent on a particular client.

If you're business support (HR, finance, marketing etc) you're seen as secondary to fee earners and have fewer opportunities etc Unethical practices - number of occasions management said one thing, then went against their word. Also lack of clear communication and very untrusting atmosphere Preferential treatment of some staff (success is about who you know, not what you know) CBRE expect a lot from staff but give very little back Lack of support from management Training and development largely inaccessible unless you're a fee earner No team morale - I was discouraged / told not to help out in wider in wider team initiatives, despite CBRE supposedly having a 'one team' approach. Team work was also discouraged in my team, we were encouraged to compete against each other instead, which made it a miserable place to work.