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The company has no precedent of firing people.
Bonuses are among the lowest in the industry. The manager will make empty promises, saying they will let you pass your probationary period, but then will not tell you the evaluation criteria and will ultimately extend the probationary period once more. Because the manager is responsible for sales performance, there is a conflict of interest with the financial consultants. The manager will first assign money-market sales performance to you, then, after your probation ends, take it back and change it to their own code. However, the client was passed over from another unit and was not the manager’s client. When pressured to meet performance targets, I asked whether I could call the client, and was told that the client belonged to the manager and I was not allowed to contact them. The assistant also follows the manager’s instructions. I do not know whether changing the sales performance attribution to the manager’s code was legal, and it was changed to their performance without my stamp of approval. In short, there is a lot going on beneath the surface. When other branches distribute resources, the manager says that the general manager did not approve distributing the shared client list. When colleagues asked why central and southern branches were distributing it, the manager fell silent. The manager can see the maximum subscription amount of every client on the shared list. Officially, changing the attribution to the manager’s name is not allowed, but clients assigned to me can apparently all be changed so that the manager receives performance credit. There should also be ways to change the codes of clients on the shared list. In short, there is a lot going on beneath the surface.