Seems odd to me that the contact engr and technical folks do not report directly to the Business Team. Understand you need SLS to handle PIP, PADP, but seems inefficient. Don't know what they do most of the day.
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The other person already told you! Only thing they do is stewardship presentations. What do you expect them to be good at?
I forgot - they also do NLI’s for those that have trouble reading procedures - of course. They only read powerpoints!!!
It's a joke most of these future "leaders" you speak of are non-innovative but good at presenting power points. The best sls I ever worked for left the company and now runs his own business.
It simply tells you something about future leaders!
SLS come to HQ as high flyers in Chemicals. If they don’t do any real work while in Manufacturing (as the posts indicate), why is this the pool for choosing future leaders?
Agreed on last post, if you have less than 10 direct reports you should be merged with another manager or supervisor.
Once you take a managerial position, you will have to focus more on an "internal resume" rather than an "external resume". Much of the work you do for this company will probably not be be a selling point when you interview for another company. Given the poor performance of the company at this moment, who wants to hire an XOM manager? And in addition, the higher you go in terms of management career path, the harder it is for you to land somewhere else.
However, a company still needs managers. Managers are needed middle men in a lot of scenarios. It is just like when you buy a house, you need real estate agents. And in order to create a career path for managers, you create SLS/VPs etc.
And yes, you will have to pay managers much higher because a lot of things they do are anti-human nature. They probably have to say things they don't like to say and deal with S**T they don't like to deal with. My previous company is a perfect example of nobody wanting to become a manager because the pay isn't much higher.
The question is, how many managerial positions do we create. I think a healthy number is probably 10-20 employees per manager.
In a similar role at the refinery. I am essentially a group management backstop to micromanagement levels of detail management asks for and unbelievably extensive stewardship. I'm talking every week PowerPoints are due stewardship. My people wouldn't have time to do their jobs because they'd be only answering management questions and stewardship all the time if not for me, frankly. I try to act as a shield.
I also have heavy LPS responsibilities - which in all honesty, I know this board has a lot of distaste for the program but I actually think LPSAs, NLIs are valuable (LPOs are awful) if right sized and with an accessible and usable system. On the positive end, I try to put a lot of my time into people development and planning - providing technical mentorship and oversight and putting a lot of effort into feedback for one on ones. I leave work direction and prioritization to BTLs.
Pretty busy, Lots of stuff that help the company: come to work at 8:30 or 9:00 (took a 6:00 am global meeting), coffee break, chit chatting with few friends till 10:30, go to gym at 11, go out for lunch at 12:00, back at 1:30, staring at the monitor pretending to be busy, forward FYI old emails to the team, if it’s 4:00, time to beat the traffic so that can be on time for global meeting at 8:00 pm. Repeat.
@wwl+17f5ZiGo - maybe it depends on which branch of EMRE you’re in, but at Clinton, the Group Leads are the ones who sit around all day in meetings and handle the PAPD, PIP and Ranking Feedback. Maybe this prepares them for higher management positions where they’ll just do more or the same, redundant cr@p.
Like said previously it’s just a “grooming” (but really a test) for higher management roles. The best SLS’ I’ve seen in the company by far are the ones that come up from FLS.
Seems to me like you haven't a clue what TMTS is going to do
It won't be long now. TMTS is coming for y'all . You're going to wish you had those useless SLS s.... mwahahaha
The tech support sls at the manufacturing support on average do not do much except deal with bs, read emails, padp. It's really just a grooming job for the ops sls role. In my opinion the ops sls should come from the fls ranks since they are the most knowledgeable about the unit and have the respect of the hourly staff. I have good friends that went that route and are stuck at XOM while the senior engineers can and have easily jump to a different more growing industry.
The whole way that this company works is backwards. I never understand what the supervisors of technical personnel (or any upper management actually) actually do as they haven't a clue what their employees do half the time nor how to help them. They are just paper pushers.
In EMRE, the group lead dynamic makes sense. They mentor, coach, and show employees the right way to solve a provlem. At the site, the supervisor only does PADP feedback, relays information from upper management (adding additional layers of communication mishaps), and drives LPS discussions on unit monitoring...
They read email all day and schedule none stop one on one meetings. Add no real value, worthless