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Thank you for taking the time to post such a detailed follow-up review. I’m glad to read that the majority positives you originally highlighted have remained as positives. It’s also good that you have a great relationship with your immediate team and your manager.
You’ve acknowledged quite a few cons that interested me and which is why I wanted to respond.
Obviously I can't comment on the times you feel you've not had good service from the People team or issues with the HR system but it would be good to get some specifics because I know that our colleagues in that team would absolutely not want their service or your experience to be anything less than effortless. If you want to tell me them, then I'd be happy to have a conversation with Andy, our People Director.
On the subject of development and career paths, it is an area of focus and investment for us and I know something we’ll all benefit from, but perhaps a subject for a conversation with your manager. I’d also be interested to know what training you have asked for and not been able to access – is it something related to your work or more development-related?
In terms of "internal politics" and ideas not being listened to, is this something you have discussed with your manager? Sounds like you have a good relationship with them so I'm sure they would be receptive to your thoughts. You know there are many different ways you can share ideas and suggestions - lots of People use yammer, lots use CustomerFirst for example, but if you didn't want to go down those routes then again I'm sure you can talk to your manager.
Also, have you ever been involved in one of our CEO, Martin's, Big Conversations? These are small groups and open agendas with the emphasis on Martin getting feedback from everyone in the business. I've been in a number of these sessions and know how willing attendees are to share their thoughts and ideas and how willing Martin is to listen and take action if the ideas are good.
On your comment about Exec visibility. I don't think we'd make any apology for wanting to spend time with our Customer-facing People and I know the benefits of this have been and continue to be incredible. Also, I don't think I've ever worked in a business where there is as much senior leadership visibility and with leaders who are as accessible and approachable. But if there is a benefit in something else then I’m sure your Exec leader can have a look at this.
On the subject of projects and targets, I’d love some more detail on the point you’re making. My experience is that profit is one of the good things that comes when we get it right for our People and our Customers. And we should never be ashamed of that.
Last point, you’re right we work hard and at a fast-pace; I think it is the nature of our business, and is what our Customers would expect. That said, if there are opportunities to work smarter and better then we should look at them. Again, something you could raise with your manager, or in one of the forums I’ve mentioned above.
