Enter for the opportunity and leave for growth - werkgeversreview Asset Manager bij Invenergy

- Invenergy is to renewables what the Big 4 are to accounting and consulting (churn and burn). Talented young people are incentived to leave after a few years experience for better pay and less stress. As a result, there are few higher level leaders (manager/director and above) that grew into their roles from an entry level position and the vast majority are external hires who are quickly granted insight into key decisions. Such a system burns out and demoralizes previously eager employees while leaving key projects in constant state of transition. - The company can't decide whether managers should focus on actually managing/training people or working on key projects, so they do both to the detriment of their employees growth. Biannual reviews are often the only time true feedback is given, and such feedback is frequently used to deny raises or promotions. No procedures exist for manager accountability to contest unfair reviews. Promotion criteria is set by each department head but never communicated, so advancement is predicated on mind reading and self learning rather than achieving success in what leadership asks directly - Success and Retention Plan compensation is minimal if you are not brought on at manager plus level. - DEI Initiatives are employee driven and not a real leadership priority. One enterprising employee started a resource group for new employees to meet each other and talk about career growth. Such a group arguably wouldn't need to exist if their managers were invested in them.