BHP reviews

High turnover Reassignment is seen as development Frequent organizational rearrangements move people to positions that they are not qualified for Culture does not respect opinions of experienced professionals unless it is convenient The stated operating model is to mechanize most processes to the point that no thought is required and only one person can do the job. Frustrating processes are so restrictive and incomplete that issues frequenlty go unresolved Bad location Those that question policy are demoted or dismissed

Constant organizational change creates a loss of confidence in management. Supply, HR, and Technology functions are the worst regarding organizational change. Decisions are made at a high level without truly understanding what the lower level requirements are. The results are an ineffective organization that struggles to meet the needs of the business. Unrealistic goals of gender parity (50/50) for a petroleum and mining company is unrealistic for the time frame of the year 2025. The result is that opportunities for men are rare. In order to meet this goal men have to be fired or demoted to make place for women. Older employees are not valued. The focus currently is on future proofing BHP. This is code for replacing older workers with younger workers. Role based model means that there are no promotions within your current role. You must find an open position at a higher level to advance.