talent management (acquisition, assessment, selection, development, performance) process is broken
Pros
i'm no doubt sure than the company as a whole operates more efficiently and effectively than my specific practice did, though i'm sure there are some themes in particular places * company "prestige and reputation"--makes you an attractive job applicant/search candidate * structured get to know the company orientation WBT "training" * easy to navigate org design/structure practice area (helps to understand biz unit functions) * true attempt at providing training and "development?" opportunities * advisory (can't speak for tax and audit or other advisory LoS outside P&C) orientation university sets a decent grounding for learning * networking is encouraged (also after hours which isn't always a plus for everyone) and events are actually set up to facilitate it. i believe part of it is the drive to push business development down but you NEED business development for success here (its a partner firm) even for your staffing * clear succession path levels (doesn't mean you'll make it--you better have partners gunning for you--but the path levels are clear) * opportunity for travel if that appeals
Cons
* more generically speaking, was not impressed with comp and benefits given the size of the organization. comp variability is GROSSLY imbalanced for gender, not only across practices but within them and also within level titles. benefits were really pretty expensive for 23,000 US employees and that's excluding global * the p&c talent management process is completely broken except for corp local and regional orientation and learning * the ny p&c practice was the worst demonstration of professionalism and integrity i have seen in my 20 year client consulting and employee career. the competition, grandstanding, and posturing was disgusting * offer promised in early aug to match a competitor; did not ensue until late sept, over 1 mo late * recruiter offboarded mid-stream; later found out she didn't like the employer but had no problem selling them to me * nyc lead no showed my final interview, never called, never followed up, and never acknowledged a follow up note; then never bothered to proactively meet me once i onboarded: turned out to be the person in charge down the road :-( * turns out my final interview wasn't my final interview (but not a result of the lead no show) it occured to me they were project staffing, not wholistic hiring as advised, ended up having another interview hurdle to get through, positioned as perfunctory, but only until i asked the right person and found out my offer would be contingent on the outcome * last minute base salary and bonus hokus pokus at offer which although it was late expected me to relo over 350 miles on my own dime and start in less than 10 days * never got to not only meet but talk to the hiring manager; still don't know who that was since i really had no boss at first either: "we're not in the practice of doing that" i was told * got an email on my 1st day of orientation in the afternoon from my newly set up email from a stranger to me asking why i was not on project site; i spent 3 hours trying to figure out what to do since i was double booked the next day as well. no one to really answer. when i told the engagement pmo i could be on site wed they basically told me not to bother--i didn't get staffed for 4 months after that. the bench time and anxiety it created was insufferable * when orientation broke off on day two to your practice area, i was the only person out of 35 new hires that had no one from my practice come to get me to show me around. * worst high school exclusivity, petty no diversity click i've ever seen in 20 years of work experience--if you weren't/aren't literally at the feet of the leader you might as well kiss your career goodbye * the 3 month transitional coach process is a farce; i've done executive coaching, this person had no idea what she was doing in terms of guiding and no observable training in giving or receiving feedback, performance management, or mentoring * forget about the resource management process. it might as well be non-existent and its more or less completely perfunctory. all your engagements will come from networking and partner stroking. if you don't want to develop your own business (projects) and find your own work to do, you better find another employer * staffing finally occurred after 8 months on the ONE project i said at recruiting i would not be willing to work on as a condition as employment but i was staffed to it anyways AND then assigned menial clerical work of two "superiors" (my salary was ~100k btw) * the performance appraisal process is nebulous, inexplicable, invalid to the work, with unreliable ratings wrought with quantitative rating error (you will get dinged for opportunities never presented for you to perform on) for a talent practice, several of my peers were left confused scratching their heads about their feedback * the one up and braggart peers (especially the younger ivy league "scholars") were in·cor·ri·gi·ble i have NEVER seen a group of such cut throat competitive untrustworthy people anywhere i'm a resourceful, make my own way person who can make designer lemonaid out of lemons and 20 years in talent management and i actually couldn't (and thus didn't) function here. but i did for for ~100k and got paid for doing nothing for 11 months, 9 of that was LITERALLY nothing. if talent management and employee motivation and engagement best practices is important to you, you may wish to consider looking elsewhere than the p&c mc practice in advisory
