Loyalty, hard work, innovation and talent neither recognised nor rewarded.
Non-existent human resource management, employees treated as project resources without any thought of long term career path, training or career development.
Finance has too much influence over operations and revenue generating activities. As a consequence too much focus on costs rather than the value generated by individuals and business functions, especially those in overhead roles. In-sourcing, outsourcing and off-shoring done with a shotgun approach, and executed poorly. Beware taking any role that could be moved to a lower cost country.
CEO selection process from 2008 to 2012 was a major distraction for senior management. Internal competition led to lack of cohesive, homogenous and meaningful leadership during this period. The resources boom with its easy profits obscured the lack of focus on improving operations and reducing cost, and lack of foresight on the need to develop competitive strategies. Now that the music has stopped WorleyParsons has had to cut costs drastically – and in the process has lost so many of its talented people. Precisely at a time when their knowledge and skills are needed to help the company achieve profit growth.
