Among the things that bother me the most in this company is that it is very obvious that a person cannot progress much if he or she is not one of those yes men among the manager's favorites. I'm sure I'll be leaving because of this and I think that's one of the main reasons for the brain drain?
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Lifehacker Tip for Arien's Organization
They don't typically outright promote their friends but they do dole out the opportunities that lead to promotion to their friends outside of work. Invite them over, get invited over, find some way to engage with them outside of work and those coveted opportunities will flow to you. Then it's just a matter of some simple implementation that they can praise and voilà, you're golden! Perfect plausible deniability for them since they're just knighting the most outstanding. wink
“There needs to be more transparency and accountability around decisions affecting career growth. Formal decisions needs to have very precise criteria handed down from corporate. Those making the decisions need to be mindful of how decisions are perceived. On an everyday level, leaders need to be mindful of any bias that they might have. Leaders may honestly have no clue that they exhibit favoritism that translates into unfair advantage. There also needs to be a faster anonymous feedback mechanism other than an annual survey. Maybe decisions around reviews and advancements should have an impartial outside corporate observer to ensure some consistency across divisions.“
LOL. Thank you for the good laugh. I apologize but your expectations are way off base
People leaders only care about their payout coming out the merger. The long and pseudo pc answer Neil gave to the question about pay raises to adjust cost if living should have told you that clearly. Talk about an example of a way to say no way in less than 100 words withiut using the word no
My suggestion is that if you have the opportunity, leave. You should consider yourself lucky if your manager even acknowledges the fact that you exist at that time
Could be that you work for one of the TES locations and the People Leader there had se-ual relations with one of his direct reports, promotes her, continues to let her do what she wants, never holding her accountable. Great leadership and roll models in that office.
If the market is hot for your skills then leave. The executives are not concerned about anyone, but themselves. Some have huge payouts and positions if the acquisition occurs. Others will receive bonuses to remain through the transition period. I enjoyed my position, but was not waiting for someone else to decide the future of my professional career. The only person that can guarantee you a job is the CEO and he is unable or unwilling to take the time prior to townhall meetings to learn the information. Reads from a script and never looks at the camera. I have seen this many times in my career, when a company starts touting how great their employees are and HR providing more learning opportunities, e.g., own your future, you are bout to get the shaft. Just trying to be realistic and not an as*. There is also a 50/50 chance of another 1,000+ positions being offshored.
This merger has loomed over us for some time now and will continue to do so. That unsettled potential, coupled with a partial return to normal, seems to have so many aspects of work life on hold. For those of us in high demand, we can wait around for the company to get its act together or move on to vibrant, thriving companies. That goes for all levels of employees too, from executives down to individual contributors. The people making decisions on high also need to start making some better choices because it's affecting our products and hamstringing those that produce them.
People Leaders operate under exceptionally vague criteria for advancing their subordinates while corporate allocates very few slots for advancement during each round. That's not a situation conducive towards fairness at all times and, like any other occupation with a large amount of discretion at its disposal, sometimes that authority gets misused or appears to be misused. Cronyism definitely exists but sometimes there's more nuance behind the actions to explain why a decision was made. Perhaps there is a history one is not aware of or other mitigating circumstances in a given situation.
The solutions, on one level, seems painfully obvious. There needs to be more transparency and accountability around decisions affecting career growth. Formal decisions needs to have very precise criteria handed down from corporate. Those making the decisions need to be mindful of how decisions are perceived. On an everyday level, leaders need to be mindful of any bias that they might have. Leaders may honestly have no clue that they exhibit favoritism that translates into unfair advantage. There also needs to be a faster anonymous feedback mechanism other than an annual survey. Maybe decisions around reviews and advancements should have an impartial outside corporate observer to ensure some consistency across divisions.