Pay is not bad. My team is actually very good with some exceptionally competent people, who are neither arrogant nor unwilling to assist and pass on skills and knowledge. But the culture has been increasingly toxic due to layoffs and offshoring. Morale has been at all times low, at least since I’ve been here. Most people do not expect to be around next year, let alone see themselves having a career. Many are really angry at offshoring. They’ve all become completely disinterested in work. I’m sorry to see this happening, and I blame leadership. It’s a pity, because when I came onboard Chevron was a good place to work at.
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Tired of getting wore bull$hit being shoved onto us.
@1iac, you were a "Brown-Noser for 36 years?". goodness why? I also retired, took the package in 2020 but I have to admit for most of my career to management I am pretty sure that I was an insufferable P.O.S. but I got my work done unlike many. Now to my buddies, and peers, they loved me for whatever that's worth. Not much as I don't hear from most of them. But I have no regrets. I am what I am. I did not bow down to anyone for sure. I am happy to have stuck with just "being myself". I apologize for the boomer term, lol.
Biggest shift I saw when joining Chevron (2010) was the focus on development. Useful career discussions that had an impact on your future.
This is now reserved for HiPots only. The rest are replaceable scraps. Lucky if you have a job. You’d better like it.
Chevron underestimated the impact of losing the leaders that retired in 2020. That’s when everything unraveled.
I was a Brown Noser for 36 years at Chevron. I was very happy to retire in 2017 and move back to California from Houston. It was a great Company with good people. The retirement, pension, 401k and Retiree Health Benefits are second to none. I’m sorry to hear what’s happened with offshoring. I honestly thought AI would be employees downfall. Good luck to all. There will be far and few low level employees such as myself to make it 36 years any longer.
They also seem to penalize those who actually deliver results while rewarding those who simply tell a good story. If this trend continues, we’ll end up with plenty of “storytellers” but few real outcomes.
Talented employees will start looking for opportunities elsewhere where they feel valued. Not everyone needs to be a storyteller.
I’m grateful to be part of Chevron, but the culture has shifted dramatically since around 2020, or when MW took over. I’ve noticed an increase in leaders, whether in senior or mid-level management, who seem more focused on building up accomplishments to enhance their PMPs rather than prioritizing people.
Chevron used to be a company that genuinely valued its employees, which is what drew me here in the first place. Now, however, it feels like there are many at the top who are driven more by self-interest, often at the expense of the company’s long-term health. Many of the MBAs in the last 15 years seem less capable, focused instead on supporting their own networks rather than the broader organization.
It’s hard to believe they truly understand or appreciate the intrinsic value of this company.
Unfortunately, there's no way to reverse the decline. 50+ers, you'll probably make it to some semblance of normal retirement. Under 50, you should start planning for a new career or job.
I feel you. The Chevron i joined is not quite the same as now. I want to be proud of the name, the brand, but it's all smoke and mirrors.
As a PO, I see where you are coming from. I just want to say that not all teams are like that, but it's not easy fighting the agile team.
I spent many hours fighting these administrative stuff. Everytime there's someone new from the agile team, they will rollout something new to impress their supervisors. But their only job is asking everyone else to do the work in ADO.
I spent many hours challenging them and protecting my team. But I can only do that because my supervisor got my back. But it's really very tiring as they sent different people to make you do what they want and you being the blocker for their claims.
the decline of Chevron has been a long time coming but was accelerated by the transformation in 2020
its easy to blame management but i believe our middle management has been set up to fail. mostly totally unqualified. no vision
i see clever people hamstrung by politics, process and policy. i have seen clever people spat out because they are doing too much and not following the model. never seen anyone spat out for doing too little
we have managers whose only job is it follow cvx process. processes which dont add value. we end up with supervisors who have an interest in making sure that not only are the processes followed but they are as complex as possible to generate more for them to do
i work in a technical team and my product owner and supervisor are both clueless about the function they lead. my product owners only worry is whether the story points add up and how much value can be claimed. my supervisor only cares that process has been followed. i have never discussed what i am working on with my supervisor. its all pdcs and pmps and pdrs and ces and mandatory training. both are several psgs higher than anyone in the team
we routinely push out products that simply dont work because the product owner says it is good enough without having any understand at all about the product. they dont consult with the team and are all about maximizing there visibility
skills insights rolled out yet it took five years for anyone in management to work out there was a skills gap
Yep….