Strategic Company that delivers for employees and shareholders - Recensione dipendente - Dipendente anonimo presso Chevron

1. Lack a robust Career Planning Process. Have a system of Career Development Plans, however do not then really use these to move/motivate people. Do not have good succession planning. For example on an international rotation, although the posting rotations are known they do not advertise and list opportunities well in advance so people can plan and works towards that move. I would think they could have a posting opportunities list with approximate rotation dates out 3 years, to highlight jobs that may be available. This would be motivational. 2. Unproven external candidates get better opportunities for benefits/salary than an internal candidate when applying for 'career ladder' roles. That is, the company will not automatically promote an internal candidate when they take up a new role at a higher level than their current role (even when they are selected for the role by their managers who deem the person capable of performing at that level). BUT they will employ an outsider (unproven and unknown) and pay them at the higher level. This is a ridiculous rule which demotivates internal candidates from seeking progression. This matter is constantly raised by employees yet is always 'fobbed off' by HR management as being part of the process of paying people for performance etc. It is clearly a problem, but it does not get addressed and continues to provoke discussion and anger amongst employees. The idea that the internal employee will eventually catch up is reliant upon them having proactive supervisors and people remembering where they have come from etc. The organistaion is so big and fluid that this is often forgotten and then we lose these people if we don't look after them. A better initial process on this issue could resolve these issues up front. Why would we not want to look after our internal performing employees??