In some cases, the operational decisions made by Oracle directors are completely baffling. They have this pattern of reassigning projects from their U.S. and European employees to offshore teams, which consistently creates major friction.
Initially, our U.S. teams have the clear advantage, but they're quickly outmaneuvered by the sheer size of the offshore teams. This approach severely erodes the trust and confidence employees have in their leadership and their career path. Their contributions are often viewed as ancillary, and they rarely get the proper credit.
It feels like U.S. staff are being brought on board to train offshore teams, only to be deemed expendable once the knowledge transfer is complete. You can see this pattern in meetings: my contributions are significant at the start of a project, but my input gradually diminishes. As a result, I've started to limit my engagement with offshore teams, providing only high-level outlines of the work instead of detailed technical walkthroughs.
Usually H-1b's and Offshore should aid the U.S employees. But it works like snatching the work and more promotions are given to offshore. U.S employees left in limbo.