> 5-point rating system - where "Strongly Performed" is the center rating, and there are 2 more ratings above - "Outperformed" and "Strongly Outperformed". Makes people who perform strongly, feel average. Of course, it could be argued that it drives strong staff to work even harder (as there are 2 more grades to "attain"). Or perhaps its similar to "tall... and taller" when referring to short and tall people. My take is that "Outperformed" should already indicate a potential promotion candidate -- and "Strongly Outperformed" should not exist - as these people should already have been promoted (i.e. the concept of outperforming an outperformer feels... weird)?
> Very specialist roles / high demands even at Analyst / Associate levels leading to low mobility at those levels - an "Associate" would already be expected to know all related technical & financial knowledge regarding the process (and 30-40% of people having 5-10 years experience) - at a minimum, people need to be a VP to even consider mobility into another team to learn something different. Changing teams would literally be resetting the clock (as you would not have the knowledge). Also, imagine trying to compete with people with 5-10yrs experience for promotion... even if you have the same no. of years, you'd just be on par. You'd need very special reasons / projects to get ahead - and not many of these are available due to the highly specialized teams (which mainly focus on their part of the process).
> Although availability of knowledge is listed as a "Pro" above, in terms of working-level knowledge, these are recorded in procedure documents that are confusing to the new joiner, or not recorded at all. Although the process I am in is highly variable in terms of its product / country mix and the steps are very granular, the same products / countries are generally handled through the same checking points / steps (and should be listed down lest a detail is missed and downstream impacts occur).