The number one downside for me as someone who designs the user experience for Web sites is that this company does not know how to actually design and build Web sites. I am often in project meetings where the managers leading the project openly admit they have never worked on a Web project before. They don't even understand what web designers or developers do. They don't speak the language of the Web. Yet they expect to be able to lead the project successfully, and expect those who do have Web experience to follow them without question.
The Rapp office in Dallas (actually Irving, TX) does not have the people or processes in place to handle large Web-based projects. This agency has a long history in offline channels (mostly direct mail marketing), and has been moderately successful. Unfortunately, this means that offline media is all most managers know.
When it comes to the Web, they're good at pitching to potential clients and crafting a brilliant "dog and pony show" that gives the impression Rapp can do anything. Rapp can't do anything.
Many managers act as though bringing in new work is the only thing that matters -- actually getting the work done and making clients happy is not really a priority. Consequently, many project failures occur and clients are less than pleased with what our office delivers. The blame is placed on the junior people struggling to get the work done, not the managers who made it impossible to get it done right.
Rapp has brought in some young talent recently, but middle managers are scared for their jobs because they can't manage Web projects. Out of this fear, I've seen managers treat smart, young designers and developers terribly. The managers will find ways to make the people under them take the blame when things go badly due to poor processes or over-promising to clients. Rapp will lose good, young talent if management does not respect that fact that these junior people are the only ones who actually know how to deliver successful Web projects.
Rapp is management-heavy and light on people who actually contribute to getting work done. I am routinely in many project meetings with six or more managers -- who do not actually produce client deliverables -- and just one or two junior people who actually do the work. Something is very wrong with that picture.
Because of this thick management structure, Rapp is an expensive agency. We are losing good clients to smaller, lighter agencies with less overhead. It's discouraging to see good work because we cost too much -- when we shouldn't.
Managers routinely promise the world to clients without any regard for whether or not the work can actually be done in that way or in that amount of time. Then, it's up to the "junior people" (those who actually produce) to figure out how to get the impossible done. You are set up for failure on a daily basis.
Work-life balance is non-existent. 60, 70, 80-hour work weeks are the norm (no overtime pay for salaried employees, of course.) Your family or other commitments outside of work are not important. Unfortunately this is true at a lot of companies these days, but it's especially true in the Rapp Dallas office.
You can take your vacation time or sick days, but managers will act as though you're letting the team down and try to make you feel guilty. I have actually hear managers say comments such as, "I worked even when I had the flu", or "You don't need more than two days off when a baby is born" (to men). This is the culture of the office -- giving your entire life to the company is expected.
Important emails are sent at 10:00 at night with the expectation that you'll read and respond by 9:00 the next morning. Meetings are scheduled the same way. If you aren't tied to your mobile device, checking work emails around the clock, you're not doing your job. Those mobile devices, by the way, are only provided to some management -- junior employees must provide their own.
The company is cheap, cheap, cheap. Employees who travel for work must pay their own way -- flight, hotel, food, everything. Getting reimbursed routinely takes over a month due to an insane number of management approvals needed to cut a check. They are trigger-happy to decline expense reports, making this problem even worse. Getting the necessary software to do your job is difficult. Simple things like phone headsets, projectors for meetings, and even basic office supplies are not readily available. You often see employees bringing their own supplies because the company doesn't provide them.
Benefits are mediocre. The health care plans are not the best. Paid time off is average. But every Friday at 3:00, they provide free beer to try to make you forget about all of that.