For me it's the ever-present threat of layoffs. Everything else I can take.
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Constantly being told my location (US) is expensive and dealing with that bitterness from UK peers all the godda-ned time. My achievements undervalued because it’s never the right time to say “we promoted someone in the US”.
But knowing I am severely underpaid as a result of being a stupidly loyal, tenured employee. Not to mention, we don’t have the “roll in casually at 9am, leave at 4pm for the UK commute” excuse. Global work in US requires a lot of flexibility that UK isn’t expected to match.
That and the threat of constant layoffs.
@gh Sunbury is pretty much little India now.
If you have been through an investigation, that got to be the most stressful part of the job.
People thinking that India workforce replace UK workers.
And you advise people it is NOT working and they shrug it off.
And then make you out be a bad person.
Doing multiple jobs but getting paid to do one.
That’s true in every corporation, no being naive and growing up on this suddenly is of no use. It just takes different forms over the years. The main difference this time was Senior LT lying to justify whoever they wanted to let go.
I enjoy reading the comments on this website. I worked for Amoco/BP for 40 years and have been gone from BP for 11 years. I enjoy reading about the new organizations and new leadership. I can honestly say nothing has changed in 11 years. The BP Directors love the discord and chaos. It's just like politicians. We love the drama.
@OP I’d say the most stressful part is exactly this shift you’re describing. Moving toward ratings and differentiation pushes people into competition rather than collaboration. It rewards visibility over delivery, and the good talkers and strong networkers will thrive while others get squeezed. That’s what creates the pressure not the work itself, but the sense that your future depends on perception rather than contribution.