#promotion

It’s very clear from this promotion planning, that XOM only cares for you if your a CL38+ POT. If you 34 POT, you don’t matter whatever you think. Your career will be fine but you will watch all the great jobs go to the HIPOs only. It su-ks but atleat the company is being transparent. HIPO go far, non HIPO roles go to India. Jump whilst you can

CS is due for a promotion once their geo gets upgradaded from greater china to asia pacific - congratulations, one step closer to ceo

If you had Michele’s ear, what’s one change you’d want her to make?

For me it would be stop promoting the people who make you comfortable and start protecting the ones who tell you the truth.

I got hired and been rockstar for the last 3 weeks. I’m getting great feedback from the cross functions teams and manager. I don’t get why the promotion hasn’t hit yet. I brought this up to my manager and he keeps saying it’s too soon.

That’s ridiculous. If they want me to work a 3 person job then they need to compensate me for it!

This company is filled with lies. They said I’ll have a great career here at my interview. It’s more like a dead end job.

FOUR YEARS...

Just got that my IPF is 132, but no promo. 2 prior years it was 125. Are we really that tight on budget?

What is the process? Dir to senior director?

Heard 120% bonus and promotions from senior to staff, 10% increments.

As some may know, KPMG US is making significant cuts to its Marketing organization — voluntary and involuntary. After many years here, one thing has never been clearer to me: the level of politics and cattiness on certain teams has been nothing short of corrosive.

I've witnessed director-level incompetence that makes you question how some people got the job in the first place. I've seen talented people made victims of passive aggression that quietly blocked their path to promotions and compensation they'd earned. And I've watched "fearless leaders" reward loyalty to them over loyalty to the work.

Plenty of those people are being shown the door this week.

I spoke with someone who felt impacted by one of those exits. What they said felt like a perfect microcosm of what's been happening:

"When the new head of APEX came in, I was genuinely excited — I thought we'd finally start operating like a real agency. But over time, that excitement faded. Processes were added, sure, but nothing that truly moved the needle. When we needed someone advocating for innovation, we'd find her on calls obsessing over window motifs or talking poorly about some of the most talented people on the team.

She reportedly told other higher-ups that the only Black man on the team was 'hard to work with' — which, if you know him, is laughable. A he-l of a lot of us would say the exact opposite. It's also a label that carries a particular weight when put on a Black man in a corporate environment, and that's not something you can just gloss over.

When I found out she got let go, my only surprise was the timing. When your job is to make a difference and all you've managed to spread is drama — it's only a matter of time."

It appears brighter days are ahead under new leadership — but I hope the directors exiting this week take this moment for genuine self-reflection. There is real room to grow, both as leaders and as people.

One last thing this person said — and I think it's worth putting on record in case a hiring manager comes across this:

"It's a damn shame they let Rick [Lavoie] go. When there was nothing but confusion, he was the one higher-up who showed up with answers and solutions. I can't count how many times I wished he was the one leading APEX. That was a leader worth following."

Another round of layoffs in CCG with an excuse of budget cuts.

I have been impacted when I was promised promotion next year. They said I will get promoted because of my performance then why layoff( confused)

I worked so hard and still got laid off, this is depressing😔

Source: https://drjustinbateh.com/in-the-media/

You're 31% less likely to get promoted.

Your output has nothing to do with it.

Fully remote workers get promoted 31 percent less often.

Hybrid workers keep pace with everyone in the office.

Nine ways proximity bias shows up before anyone calls it that:

1/ Task assignments go to whoever's visible
→ New work lands on people nearby, by habit
→ Not on whoever's actually best suited
→ Visibility substitutes for evaluation

2/ Casual hallway trust becomes career currency
→ Quick chats build familiarity fast
→ Familiarity gets mistaken for competence
→ Remote work simply can't produce as many of them

3/ Managers forget who isn't in the room
→ Nearly half admit forgetting remote workers exist
→ Not maliciously, just by default
→ Out of sight quietly becomes out of the plan

4/ Layoffs cut the people they know least
→ Decisions get easier without a face attached
→ Remote workers are 35 percent more likely to be cut
→ Distance makes the hard call feel less personal

5/ Executives openly reward showing up
→ Favorable assignments go to in-office effort
→ Raises and promotions follow the same pattern
→ Location becomes a hidden line item in the decision

6/ Mentorship happens where the mentor already is
→ Advice flows to whoever's easiest to reach
→ Remote workers get less of it by default
→ Growth compounds unevenly for reasons unrelated to skill

7/ Calibration meetings run on memory, not data
→ The names people can picture get discussed first
→ The ones they can't, get discussed last, if at all
→ Memory favors whoever occupies physical space

8/ Hybrid workers dodge the penalty entirely
→ Same flexibility, none of the promotion gap
→ The problem isn't remote work itself
→ It's being fully absent from the room where it counts

9/ Visibility becomes something you have to engineer
→ Waiting for fairness doesn't close the gap
→ Documenting wins and showing up where decisions happen does
→ The bias doesn't disappear, but it can be out-worked

Proximity bias doesn't ask if your work was good. It just asks if anyone happened to see it.

Over the past year and a half, many White and Asian leaders in Engineering and Product have been forced out --- while many new leadership come from the same Indian background. Layoffs seem to disproportionately affect non-Indian engineers, while new VPs and Senior Directors who are all Indian -- hire predominantly from their own communities.

I hope HR is reviewing the promotion, and layoff data objectively. Engineers from every background are equally capable, talented, and hardworking. Everyone deserves a fair and equal opportunity, regardless of ethnicity or background.

What is happening at Teradata now --- is not fair.

I’m new to the company, and I’ve already had two project managers tell me they’ve been told they have “VP potential.” One has only been here three years. I’m trying to understand how anyone can be identified that early, and realistically, how many VP roles ExxonMobil even needs. Based on what I’ve read and with the current low CLS structure and retirements, it doesn’t seem possible.

I am not a supervisor so I don’t know if beqom process for promotion planning has started/olened or when is the completion deadline? I think it is usually mid to late September?. Any supervisors out there able to share info

Momentum is everything.

Watch the people who moved fast. VP to CEO. VP to President in under five years. Then watch what happened to the people who were "doing great work" and stayed at level.

If you're being told how good you are but you can't get out of L09–L11, LG1–LG3, or LG5 — you're keeping a seat warm. Praise is what they give you instead of a promotion, not on the way to one.

And levels move both directions. Look at how many presidents from five years ago aren't presidents now. Special assignment. Retitled to SVP. Moved to the franchise team. Out. Some of them got jumped by people they used to sit above.

Nobody is going to tell you which side of that you're on. The climbers compound. So does standing still.

History repeats. Pay attention.

If your only career path here is the management track and they are removing management layers to flatten the organization...so how exactly are people going to get promoted then? They aren't doing any kind of career growth track for SMEs. You might get to a senior level as an SME and that's it.

Takis mentioned promotions are there this year but Tech FIG hugely impacted this year no merit or Promotion cycles despite of many concerns raised to Sr Leadership! Looks like FIG co head blocked that and Takis isn’t aware?

No promotion = enjoy my codegen slop pr's.
Fu-k this sh-t company and it's record profits I give up enjoy me not giving a sh-t anymore

Just saw on LinkedIn that people are getting promoted to Associate Director without having a single person report to them.
I know this person, and let’s just say “brilliant” wouldn’t be the first word that comes to mind. He has been moving teams and now in marketing.

Associate Director is a title that should have been abolished by now. But apparently, we’re calling this a “transformation.”

I know there is an advancement guide for normal people dictating promotion timing. What about supervisors and hipos? Do they have separate advancement guides?

Good leadership

for those who have worked at Oracle and other large tech or enterprise software companies, how does Oracle compare?

I'm interested in feedback by foks who have worked at companies like microsoft, SAP, salesforce, IBM, Cisco, etc. How would you compare the culture & comp, workload, mgmt, job security and opportunities for promo/growth?

As someone moving from medium sized tech company I find Oracle less stable and more intense... also a bit more bureaucratic with slower promo... comp and career growth are equivalent...

A colleague in my group, with Shell 3-4 years, has a knack for ingratiating himself with our Team Lead and other more senior leaders. The guy’s sharp but so are a lot of others who just don’t seem to have that connecting charm.
And it works. He seems to be the fair haired child above the anxiety and worry of layoffs and being side-lined. Already been promoted in grade.
I guess whatever works but is that really what it takes to get ahead at Shell?

The people who get promoted fastest are the ones who know how to impress their bosses. Actual expertise and the ability to lead people don't matter much. Sad but very true.

Do a significant employee cris, employees walking out, quitting, going out on short term disability, the company says they heard you. Issue with advancement, taking time off, pay etc. what do you think? Will they actually make things better?

I have had this experience. Told the obvious truth and was reprimanded for not being a team player. They wanted to keep the lie alive so they could be promoted. Company spends a lot of money, time, and effort keeping lies alive so that the chosen ones can be promoted. We would be much more profitable if they would quit working on these lies.

https://youtube.com/shorts/WlQ3ZOgWfnU?is=0it6Te-s-v9lYnMj

I'm starting to wonder if doing good work quietly is a disadvantage here. I hit my numbers, meet my deadlines, and don't need someone constantly checking on me, but I still get passed over. Meanwhile, the loudest people in the room somehow get noticed for everything. I really don't want to become someone who has to brag about every little accomplishment just to get a promotion.

I remember when getting hired here felt like a true start of a real career. You could move into different roles, get regular raises, earn promotions, and actually believe you'd have a future here. People stayed because there was something worth staying for. These days, that kind of loyalty doesn't seem to mean much to leadership.

I keep hearing Proxxima is supposed to be this big thing but no one is buying it. Did someone lie to get a promotion again?

Is this the next algae? Or Yoshi fuel delivery?

Little Secret: WF abuses the best & promotes the worst.

There is a plan being carried out to reduce promotions. Be ready to be offered only lateral moves at best or be given additional responsibilities with no CL promotion.

The target is to reduce CL 28+ 50% by 2030 and even more by 2033 through retirements, attrition, and PIPing.

Executives are exempt from these rules and will continue being promoted.

Technical Career Ladder employees are doomed.

I imagine whomever designed the specter nba jerseys that are getting trashed online will be next up for a promotion.

Why do we keep hiring from the outside instead of promoting people who've been here for years and earned it many times over?

Management are actively trying to suppress promotions; and trying to plant the idea that lateral moves are "just as good" in terms in career advancement.

The target is to reduce PSG 24+ by 30-40% over the next 3 years. This will be mostly natural attrition. However, it means that there will little, if any, promotions to these PSGs.

Management are exempt from these rules and will continue placing into PSG 26,27,28,29 are per usual.

Technical Career Ladder employees are doomed.

Hey all - wondering what the promotion process is like in GT, is it possible for our managers to put us up for a promotion if deserving?

I don’t think I’ve ever really talked about my experience at Wayfair, but I feel like I need to.

I worked at Wayfair for 3 years, and toward the end, I was completely emotionally exhausted. I was working day and night to the point where it felt like all I did was work. I would literally eat, sleep, and breathe Wayfair. I gave that company so much of my time, energy, and dedication, even when I felt completely unappreciated.

What made it even harder was that just ONE day before I was unexpectedly laid off, my manager was telling me that I could possibly be promoted. Then, on my day off, I found out that my job was gone. No warning. No backup plan. Just like that, after 3 years of giving everything I had to the company.

That experience genuinely broke me in ways I wasn’t expecting. I dealt with so much stress and anxiety while working there, and there were even moments where my health started to scare me. At the time, Wayfair was my security. I never imagined I would leave that way, especially without having another job lined up.

Leaving Wayfair unexpectedly with absolutely no backup plan was one of the worst experiences I’ve ever gone through. But looking back now, I honestly think it was one of the best things that could have happened to me.

I appreciate the people I met, the friendships I made, and everything I learned during those 3 years. I’ll always be grateful for those experiences. But I also had to realize that no paycheck, position, or company is worth losing yourself over.

Sometimes the thing you think is ruining your life is actually forcing you to start a new one.

I didn’t choose to leave Wayfair, but maybe I needed to.

I applied for an internal position which I believe is not ear marked for a promotion. It seems a legitimate position. It was originally posted for 2 weeks and then it was reposted again for 2 more weeks. What does that mean?

What kind of company makes you interview for a promotion.. Why should I have to interview for a company I already work for, for a promotion I deserve.. If the managers and higher ups can’t appreciate dedicated employees then why do we go above and beyond.. going forward they will get the bare minimum

Do you get promoted for doing your job well, or for being in the right place at the right time? The second one seems to be the right one from what I've noticed, which, to be honest su-ks.

Or is it just a holding pattern?