Procter & Gamble reviews

Lacking Knowledge Transfer and Role Ambiguity - It is not uncommon to have roles that are not staffed consistently by a B1 manager for more than a year. This makes knowledge pool and transfer weak and lacking for B1 manager roles. Even your one-up manager may not know the details of your role. Hence, first-time managers who take on these roles are responsible for their own learning and unfortunately, defining what the work should be based on your stakeholders (customers) behavior and current working culture. It takes time to cope and set working systems because of the many compliance/reporting deadlines that you have to meet and eventually pile up. Consequently, this takes a lot out of you personally. WLB is most likely sacrificed. Further, there have been a lot of downsizing for backend roles. This results to 2-1 hiring, where 1 person is hired for 2 roles. Surface-level Exposure over High-Impact - Fame politics is a big thing. High exposure but lower impact employees are more valued than lower exposure but high impact ones. It is recommended by the leadership team that a B1 manager takes on more and more projects regardless of value, speak up during meetings, lead (sometimes excessively) extracurriculars. Sadly, operational excellence may be sacrificed once these high exposure low impact B1 managers are promoted. Live to Work, Not Work to Live - Even technical and administrative roles (Associates below B1) are expected to render overtime to meet business objectives at ALL times. More common than not, sadly. - Much worse as rise up the ranks, less actual work as you go up BUT I personally think that more stress awaits you there since you are met with highly complex, high stakes issues.