Now that we've spent millions of dollars and thousands of hours to rebrand the PMP, anyone feel like they actually got better feedback at their Mid-Year Assessment?
16 replies (most recent on top)
I had a great mid year assessment but I guess it is supervisor specific. Basically if you have a good supervisor who gives a darn your will get insightful feedback you can use to improve. If you don’t it doesn’t matter what system. Let’s hope we fix the bad supervisor problem with this ROM.
If you love the Workday rollout, just wait until they upgrade SAP for us.
Had a generally pretty high performing employee lobby really hard to be rated exceeding expectations on all 4 categories even though HR had already told everyone that it does not translate to a ranking. Everybody completely missed the point of revamping this thing. Another employee threw a hissy fit for having everything just meets expectations because that equates to a “2” in his mind. Bunch of entitled people. Should’ve rated them all “expect more”, particularly in my new category for growth mindset!
Workday rollout in general has been a disaster. What happened with the deployments? I still have 1/2 of my HR stuff in SAP and 1/2 in Workday - and the Workday processes/tools are far from intuitive as advertised.
I heard that this year's mid-year ratings won't even be considered in the selection event since HR cannot figure out how to integrate the Workday assessment with GTMIS which has our GO 400-2. So don't work too hard at it.
Same old same old. New form, same old discussion. Everyone is frozen from being honest by the looming layoffs. My manager said, “let’s just get through this this year, we can try to figure it out next year.”
“The thing missing ... is employee engagement: well exactly. The thing is they dirtied any “feedback rich” culture by rolling it out as part of the PMP performance review process (by whatever name). The “feedback” is only productive if it strengthens employee engagement by encouraging folks to look around to a bigger pool of experience to high grade previous experience and make projects faster and more successful. Starting out with feedback as a mid term assessment tool adds nothing, as we have been collecting review performance feedback as part of the PMP process forever. As it is heading this “feedback rich culture” will rapidly degrade in follow the “BBS culture”, just a bunch of meaningless tasks that must be completed (or else!) instead of getting the real job done.
The term "lipstick on a pig" comes to mind with workday being the lipstick
In agreement with prior posters. I hired into CVX in 1974 and left as part of Alpha in 2015 after EOI was accepted. All my time was in the techcos. The performance appraisal work process changed every 5-10 years and evidently still suffers from things already mentioned by other posters. My challenge for the last 10 years or so of my career was to try to complete this administrative task in as little time as possible. I had plateaued at PSG 26 (which I was fine about) ... and the deal with my manager was to get through the steps with as little effort as possible ... which they agreed to. The process should be way more rewarding (and time consuming with dialogue yadda yadda yadda) for early/mid career people but as usual with the Chevron Way .... one size had to fit all and must pass legal muster ... which was a waste of my time since I had to write most of the stuff myself! In the last couple of years I tried enticing my manager with the proposal that they need not give me a raise if we could stop doing the PMP work process (but I did want my CIP; I was not totally stupid). They chuckled ... knew exactly where I was coming from ... but they said no.
Managers don't want to "get their hands dirty" with these employee performance evaluations. Awkward when employee is not receptive to their thin skinned manager's comments. Easier to provide employee with proforma PMP which could easily be exchanged with another direct report and no one would know the difference. Not all the manager's fault.... widespread belief that providing well written, constructive performance evaluations doesn't gain the manager any credit. It is about perceived technical capabilities.
I agree with Copernicus— when you do have the satisfying opportunity to report to a great leader savor that experience.
Hooded viper? Colorful but excellent characterization by Copernicus. The thing missing, in other words, is employee engagement. And the reason it is missing was also accurately described: lack of mutual trust. A portion of that trust can absolutely be attributed to dysfunctional supervisors who seem to be a pervasive element at Chevron- particularly in the BUs. The main source of mistrust starts much higher on the tree. The dysfunctional hierarchy of butt kissers we now have is not capable of responding to the new industry paradigm that is obvious to everyone but the LTs. The culture of Chevron is equally dysfunctional as a consequence.
Disclosure: I came on board The Good Ship Chevron, in 1986 (w/the Gulf merger), and am, thankfully, now comfortably retired.
ENJOYED THIS TOPIC AND ASSOCIATED POSTS, IMMENSELY!
Since it's inception, PMP always struck me as "the hooded gaze of the viper". It rarely left those "bitten" with little, if any, positive vibes, and based upon the remarks, herein,... not much appears to have changed. The entire concept "should" be based upon mutual trust. Sadly, it is not. Were it so, a vibrant sense of enthusiasm, hope, and excitement would pervade the organization,... it would be noticeable,... it would be healthy. (I have worked for organizations in which, this was the case,... it is a wonderful thing.) Even in these times of peril, good people (and, most are) might then be afforded the comfort of knowing (and believing) that their contributions are appreciated and will be fairly recognized, even in unprecedented Times, such as those in which we find ourselves, today.
My opinion has always been that too many intellectually and behaviorally challenged managers, whose personal 'drivers' were founded upon their own fears of failure, outsized egos, or just pure stupidity and incompetence, found themselves in leadership positions for which they were/are simply unqualified to occupy.
Not to be too hard on Chevron,... based upon my experience, the company HAS been graced with some incredibly capable managers and to this day I remember them with fondness and respect. They were, unfortunately, the exceptions to 'the rule'. Far too many have, and will succeed, only in demoralizing a great organization in far greater proportion to their own incompetence than is imanginable. They are not 'leaders'. They are 'destroyers'.
Question is: Will anything ever change, for the good?
BUT,... in the immortal words of 'H. I. McDunnough (Raising Arizona)',... "That there just IS what it is."
Wish you all, the very best of luck and good fortune.
No. And originally it was sold to us as it’s two way feedback but guess what no feedback forM bottom up
Because all employees have been working from home since March how fair or not fair is it to have mid-year PMPs. I am on the bubble about the mid-year assessment and would appreciate sensible feedback.
Nope, they should have just left the pmp aline or just adjust it a little instead of flushing it away, but someone’s career benefitted from the new roll out. Thats what happens when you have too many people.
Not one bit. CVX should ask for a refund from Workday. Ratings make no sense (except that they look exactly like a 1,2,3) and feedback was not useful. People are afraid to give 'negative' feedback, which defeats the purpose. This will take time, but could prove useful if it sticks. That's only until the next rebrand though.