ASML

ASML is a prestigious company with advanced technology and strong global recognition.

The first few months offered great learning opportunities and exposure to complex systems.

Many colleagues, especially newer hires, are talented and driven.

Competitive salary and benefits package.

Management tends to micromanage and is often resistant to innovative ideas from younger employees.

Technical decisions are heavily influenced by senior staff who have not kept their knowledge up to date. This often results in outdated advice and increasing technical debt.

New hires are frequently ignored or sidelined when they attempt to suggest improvements or challenge inefficient practices.

There is a culture of fear and complacency. Those who speak up or try to drive positive change often face backlash instead of support.

In my first year alone, more than 10 people left our relatively small team. A few years later, almost no one from the original group remained.

Career growth within the company is extremely difficult. It is important to enter at a respectable job grade from the beginning, because moving up from the inside is nearly impossible. Employees who are hired externally are often treated better and given more opportunities than those who are already within the company.

Several colleagues suffered burnout only a few years into their roles, which highlights how unhealthy the environment can be.

Motivation drops quickly due to lack of autonomy, limited support, and little recognition for valuable contributions.

Start empowering younger employees by actively listening to their ideas and involving them in important decisions.

Encourage continuous learning for senior staff so they can stay relevant in a fast-changing industry.

Replace micro-management with trust-based leadership to allow people to take ownership of their work.

Create a culture that welcomes constructive feedback and innovation rather than punishing those who speak up.

Make internal career progression more transparent and fair. Internal employees should receive the same opportunities and treatment as external hires.

Pay close attention to employee turnover and morale. Losing more than 10 people from a small team in one year, and seeing nearly the entire original team disappear within a few years, is a sign that something fundamental is wrong.

Take employee well-being seriously. A healthy, psychologically safe work environment should be a priority for a company that expects high performance.