Target

Great culture, flexible work culture, employee-friendly.

But this is changing as new leadership recruited from outside is ruining the culture.

Our women Senior Engineering Managers (SEMs) are very, very good. Very technically capable. The majority of them were groomed for this role as part of Target initiatives to promote gender-diverse talent. It wouldn't be wrong to say Target's women SEMs are probably the best in the industry.

But sadly, their respective Directors (DoEs and DoTs) are not technical at all. The majority are externally hired. This is causing a lot of internal talent to quit.

Detailed and Honest Review on Tech Leadership in India (Specifically Infra Services Team).

Wrong Leaders Externally Hired into Target

Majority of these heads in different teams are not technically qualified. None of these individuals know a single line of code or even basic usage of Git, but they are leading large engineering teams.

Communication skills are the only reason they are here, yet they cannot lead any technical calls or discussions. This is very evident when a basic technical question is asked.

1. Please review your strategy on hiring diverse leaders who are not very strong technically. While we want to have gender-based diversity, not at the cost of talent.

2. There are many talented women team members in India but they are not put in the right place. Instead, you are getting them from outside Target, who are actually ruining the Target culture.

3. Promote women SEMs of Target to take on roles for DoEs and DoTs instead of hiring from outside.