Can anyone share any BTC or KLTC success stories? I presume we have above average ppl at the highest levels of management. We’ve been on this TC journey now for a while and should be able to judge whether or not we should double down or reset our global talent management strategy. Are there truly tangibly positive results?
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@c6 All the leering and disgusting comments are unfortunately not meeting the bar of taking action so nothing can be done.
The worse part are the leaders who continue to favor and protect their people even knowing this information, so none of this gets to see the light.
They should do an anonymous survey to see how many have been subjected to these actions - I'm sure they can never share the results because it will be too high and create external visibility.
Some of the long-term ex pats turn out to be very good. Some I count as friends, and they’re as good as anybody after spending as much time in the role. But if we have to let everybody spend 3-5 years getting experience in the USA to be competent, that seems counterintuitive to trying to save money. That’s not to mention the blatant L1 visa fraud that enables these expat assignments in entry level engineering roles.
The sites also get left holding the bag because if you keep allowing a good portion of your reduced number of entry level roles to be staffed by ex pats you don’t have as many of the 3-5 year people you need to move on into the next job. It creates a terrible pipeline problem that AEST is only going to make worse, and the bill is just starting to become due.
You must be joking, being sarcastic, right?
BTC engineers are like friends pack on facebook......
Dial into a project design meeting and you will easily see 30+ BTC engineers all dialed in (and stay quiet).
@c6 Unfortunately they are infamous for this type of behavior. Ask people working in tech...We were invited to a colleague house here in US and one of them brought her husband and he couldn't stop stirring at ladies , disgusting
I've seen cases where male BTC employees successfully harassed female coworkers and HR successfully did nothing about it.
I’ve seen failures get brushed under the rug lately.
We don’t like success stories here.
Failures and rework are forbidden to be tracked.
Executives have targets that must be met to justify their bonuses, no matter the impact.
@OP If your performance depended on making it successful, do you think anybody will dare to talk about it otherwise. It's for everyone in between to pick up the pieces. The best is to hold them accountable and escalate when they do it wrongly - not patchwork it so you get what you need. Draw the lines per the 'Corporate Operating Model'.