1. Culture & Values
The culture at InPost is fundamentally broken and toxic. The company’s stated values are little more than wallpaper, not present in the work or day to day behaviour. Collaboration is poor, silos are entrenched, and people operate defensively rather than with trust or shared purpose. There is little enjoyment in working here and virtually no sense of team spirit.
Honesty and direct communication are actively discouraged. Raising legitimate concerns or speaking candidly about what isn’t working is often labelled as “unprofessional,” which creates a culture of silence and self-censorship rather than openness and improvement.
There are politics in every organisation, but I have never experienced a workplace environment with this level of internal politics, backstabbing, and undermining. Too often, energy appears to be spent on positioning, protecting individuals, or managing perceptions rather than solving problems, supporting colleagues, or improving the business.
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2. Leadership & Accountability
Leadership is weak, ineffective, and visibly misaligned. There is no clear direction, no consistent decision-making, and no accountability when things go wrong. Senior leadership conflict is apparent and unprofessional, creating confusion and instability across the organisation. A fish rots from the head, and that phrase accurately describes the state of leadership at InPost. Until leadership consistently models the values they claim to uphold, those values will remain meaningless to the wider organisation.
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3. Treatment of Staff
The treatment of staff is appalling. There is a persistent lack of care, empathy, and basic human decency in how people are managed. Employees are treated as expendable rather than valued contributors, and people-related issues are handled in a cold, opaque, and often disproportionate way.
Concerns raised by employees are frequently met with defensiveness or are flatly ignored rather than being fairly considered or supported. Processes that should protect employees instead feel punitive, creating an environment of fear rather than trust. This significantly undermines psychological safety and discourages people from speaking up or challenging poor decisions.
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4. HR & People Function
The HR function is deeply problematic. It lacks transparency, consistency, and credibility. Processes are poorly communicated, inconsistently applied, and appear designed primarily to protect the organisation rather than support employees. Trust in HR is extremely low, and the function fails to act as an effective or impartial people partner.
More concerningly, the HR function does not appear equipped to deal with the scale or seriousness of the issues within the business. Rather than providing stability, guidance, or meaningful support, HR often seems reactive, unclear, and out of its depth. HR leadership in particular appears disconnected from the reality of the employee experience and unable to provide the competence, judgement, or leadership required for a function that should be central to building trust and resolving workplace issues.
There also appears to be a serious gap between written policies and how they are applied in practice. HR and the People function do not consistently appear to follow their own processes, and policies are applied unevenly or departed from without clear explanation. This creates confusion, damages trust, and leaves employees with little confidence that matters will be handled fairly, consistently, or in line with the standards the organisation claims to uphold.
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5. Vision, Strategy & Innovation
There is no shared vision or coherent strategy. The business operates in a reactive, short-term manner with constantly shifting priorities. Strategic thinking is discouraged, and employees are expected to execute instructions without question, even when those instructions are clearly misaligned or ill-considered.
Innovation effectively stops at the door. There is little to no appetite to improve processes, challenge inefficient ways of working, or pivot when things clearly aren’t delivering results. Suggestions for improvement are routinely ignored or shut down, reinforcing a culture where maintaining the status quo matters more than progress.
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6. Office Environment & Energy
The London office environment is uninspiring and unfit for productive work. It lacks energy, collaboration space, and adequate infrastructure. For anyone with a demanding workload, working from home is far more effective. The London office does little to bring people together or build momentum.
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7. Employer Branding vs Reality
InPost promotes itself as a company that welcomes ideas, encourages challenge, and supports learning from mistakes. This is misleading. Challenging management, raising issues, or proposing solutions is often interpreted as being “difficult.” Ideas are only welcome if they align with leadership’s existing views. Independent thinking is not encouraged, it is quietly punished.
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Bottom Line
InPost employs some genuinely talented people, but many of those people appear to be leaving in search of something better, more stable, more predictable, more fulfilling, and simply more bearable. The potential that remains is steadily eroded by weak leadership and a dysfunctional culture.
What was once, and should still be, a high-performing organisation has been hollowed out and reduced to a shell of itself. In its place is an environment where dysfunction, poor behaviour, and self-interest are allowed to flourish. Those considering joining should look closely, as this is not the healthy, values-led workplace it claims to be.
