A long way to be truly Here for good - Recensione dipendente - Associate Director presso Standard Chartered Bank

Way too many areas to improve as the first bank to be awarded SRFB privileges by the Monetary Authority of Singapore. Great Managers A strange organisation where great managers who are truly human, inspiring and capable of leading don’t often get to stay longer than the incapable and insecure ones, which shows the extreme level of dirty politics and toxicity this organisation allows in the environment. Diversity and Inclusion Many teams around especially in tech and ops and global HR function do not have the right balance, with a large pool of foreigners versus local employees. In some cases where the locals get outcast in the team dominated by certain ethnic group (from the same country we know), their final option is to resign as a matter of time as their opinions and input at work are constantly put down or ignored while that majority group of people would pat themselves hard on each others' backs and celebrate their own ideas and 'success'. Performance, Potential and Promotion The system of promotion is unjust. Long service staff have been made stagnant in their career without being considered a single promotion for 5 - 10 years despite having growth potential, worked conscientiously and achieved good performance rating yearly, largely due to weak or uninterested people managers who lack the passion and drive in people’s career development and the overall biased performance system and process. Staff of another team doing same nature of work with similar performance rating and sucking up to the top can be pushed for promotion every 1-2 years if their people managers are more assertive to challenge and find ways to game the system. When management tells staff there’s no promotion across the board for this year, it is utter BS. Women Leadership Strong focus on women leadership agenda over recent years also sees more promotion opportunities for female staff than their male counterparts who tried progressing up but failed (pls quit insisting HR have data to prove otherwise unless you are absolutely transparent with the raw data over the last 5 years) External Talent Increasing frequency of change leadership in some support functions see high level of wastage in cost and resources. New leaders brought in externally are simply keen to tell and show success stories to higher management and on social media with total disregard for staff morale and dismantling everything established over the past years. Staff are either forced to sing to the tune of the new leadership or shown to the door, resulting in competitive, destructive and toxic team culture internally. Hypocritical leadership at its best with their supporting clowns below sabotaging each other for own promotion and interest. Hire and fire is in the DNA Jobs of locals are ruthlessly made redundant during frequent transformations. Your role can be made redundant today but tomorrow your role re-appears in the job market in another form with slightly tweaked job scope and hiring will start once again but this time, likely taken by a foreigner. It’s simply a convenient way of getting rid of those who dare speak up or with dissenting views. Same tactics and cycle over and over for years in the name of transformation and agile.