As contractors, we were subjected to a high level of micro-management, but that was largely our org doing it. Stressful doesn't really describe it, miss a KPI, or make a minor mistake and it would be brought up in the weekly meeting for all to see. Demoralising. Not Chevron's fault really, but I wonder if they ever marvelled at our results, and wondered how we got those numbers. Contractors are subject to two sets of rules, those of their direct employer and the client also.
Duplication of effort, wasted money on projects that never completed goals. I worked on a couple of projects, and witnessed unusual things that left me worried. Project managers were good, but constrained by management. Became, or had the potential to become very political, and stupid to the point Chevron was not getting any value, and losing good people, and prior work. Bringing change would require someone with large balls willing to risk their job, and few were willing...
Mid-tier management were hit and miss, some were just excellent, some wouldn't even turn up to meetings they'd accepted, that were important (more than once!). So strange.
Computer-based training, while excellent, was getting dated.
A bit easy to work the system, some people eventually were asked to leave unfortunately. (Not me thankfully). People are warned about integrity, and undergo training.
Were very top-heavy mid and upper management, but I hear they went through with a broom locally for many people.
