#careerpathing

I got the letter to move or be added to the surplus list, and I have to reply in the next 2 weeks by a certain date. My manager noted that I could let them know before the date and get more information sooner. Any thoughts on if this puts me into the system quicker or speeds up the timeline? I don't yet have another job, but I'm looking. If I stay and find another job, I must wait until the date they say I'm off payroll...so thoughts on what is the best course of action? I'm trying to read vacation and other policies so I'm sure what to do in case I find something else quicker, but highly doubt it will happen.
Management employee with over 24 years, just trying to do the right thing in the right order.

Recently things have been looking up for me. I had a bad run at Oracle. Was sabotaged along the way and eventually left when others were getting credit for the work I did. It's a bad place to work.

After leaving I had time to think about what had happened at the company. I posted several things on this site thinking that I might be able to warn some people who were still there. Perhaps some of that got through, perhaps not. It's difficult to tell what the result of that was, except for the harassment that ensued from trying to warn others.

But, I find that that harassment has a silver lining to it. I have learned a great deal about what was done to me and also about the people who were involved in it all. Over the years I have learned more about others who are associates of those people.

I have also learned a great deal about how they manipulate people, both at the company and elsewhere.

And in the past few years, after leaving the company, I have found that there are others, probably not in their network, who are using the same set of skills as they were. It has become very easy for me to pick these people out, as they all look for the same things and all function in the same way. Trivial really, once you know what they do and what to look for.

I have done some studying of my own, lots of DVDs, etc on the subject are available. I find it very interesting, although, I probably would not have pursued it without the steady stream of harassment that has come my way.

Recently, I have created a list of others that I have found with similar skills. Seems like everyone, really. It's really an epidemic although most people are unaware of it.

I have decided to pursue my list.

I am hoping that as I produce information on each one in turn, I will be able to share that with authorities and hopefully gain the trust of authorities with my skill in exposing those who manipulate people in this way.

I think it can be done, and really, these people have left me no other alternative.

I start this week and am really looking forward to it. No money involved, but there is knowing that I am helping others and that is very important to me. Maybe a couple of books might come out of it? Who knows?

Good luck to everyone.

I’ve heard people say TR can be a stepping stone to better opportunities and that's it. Is that really what we've turned into?

Story by Ruth Umoh

The path to the corner office has long followed a familiar pattern. Start at the bottom, learn the business from within, and advance step by step. That model is now changing, and artificial intelligence is the primary reason.

AI is rapidly absorbing the routine work that once defined early career roles. Data entry, basic financial analysis, customer support triage, and even junior coding are increasingly automated.

The result is a shrinking base of entry-level positions and rising expectations for those who remain. Graduates are being asked to demonstrate experience that they have fewer opportunities to acquire.

This is not only a labor market shift. It is a leadership shift.

Entry-level roles did more than fill operational needs. They functioned as an apprenticeship in how organizations actually work. They taught how decisions move through systems, where incentives distort behavior, how customers respond, and where risk accumulates. As those roles recede, so does the informal training ground that once produced experienced executives.

As a result, future CEOs will be shaped more deliberately than their predecessors. In conversations with several executive recruiters and HR bosses, they noted that companies are moving away from the assumption that leadership will emerge naturally through long tenure. Instead, they are beginning to identify potential earlier and develop it more intentionally. This takes the form of accelerated development tracks that emphasize strategic thinking, judgment under uncertainty, ethical reasoning, and the ability to manage human and machine systems together.

Future leaders will also begin their careers differently. Rather than spending years executing routine tasks, they will enter closer to the decision layer of the firm. They will supervise automated processes, interpret outputs, and make trade-offs about risk, capital, and values earlier than previous generations. Training will rely less on gradual exposure and more on structured rotations, scenario planning, and simulated decision environments.

At the same time, companies are widening the pool from which leaders are drawn. Entrepreneurs who have managed risk and capital firsthand, technical specialists who shape digital infrastructure, operators from sectors that are still developing frontline leadership, military veterans trained in high-consequence decision-making, and career switchers with transferable strategic skills are all becoming more common sources of executive talent.

None of this means companies are losing the ability to develop leaders. It does mean they are losing the luxury of doing so passively.

The future CEO is unlikely to follow a single standardized path. Some will rise internally through redesigned development models, while others will arrive from outside with experience formed elsewhere. But what’s clear is that the role of an organization will shift from producing leaders through long service to cultivating and integrating leadership capacity drawn from a broader and more varied set of experiences.

https://fortune.com/article/entry-level-jobs-disappear-ai-corporate-ladder-ceo/

I’ve been here for six years, moved laterally once, and my impression is that there are not many opportunities left to move upward. Even the people who try hard to stay visible with upper management do not seem to be getting anywhere. Why is this happening? You would think a company would want at least some percentage of skilled employees to progress, if only to keep them motivated and to ensure strong voices at the top. I know I may sound naive, but rationally this should be one of any company’s priorities.

Career development feels like an afterthought at SAP. Whether you advance or not comes down entirely to whatever your manager feels like that week. It’s exhausting and discouraging when your effort doesn’t even guarantee a chance to grow. I need a new job ASAP.

How does an executive assistant become a learning advisor in GOA?

Can someone walk me through how to get promoted at HQ? I have been here 4 years and can’t seem to figure out how to move up. Do you have to have a certain kind of personality?

Why is it that at Nike, career progress seems to depend more on playing office politics than actual work? I've noticed that merit has very little influence, while understanding how to navigate relationships and kiss the right butts is critical for anyone looking to move up. How can that be considered a good thing?

A truth from John Stankey.

https://www.businessinsider.com/att-ceo-john-stankey-career-advice-young-people-college-tech-2025-12

11 years with this company. Never thought this would happen. Onto to the next one.

My store was one of the stores affected. A Retailer is taking over. I joined Verizon not even 2 years ago. The new company is saying I can make a lot more money, but I doubt it. I wanna hear from retail not people who never worked retail Verizon. Corporate Verizon looks better on a resume than an authorized retailer. I joined the corporate store to stay in the company and move up. Former VZW sales reps, where did y’all go after selling for Verizon.

What's with career development? Where are the jobs?

Does anyone truly know what this company‘s plan is as a long-term employee? I question this myself. There seems to be no career path no talk about company status. Very slow at releasing new equipment very poor at supporting direct operations. It just seems like nobody cares about anything anymore internally. I would think with the right people in the right places in upper management things would change drastically, but have been stagnant and a shame for a while.

How’s PowerScale team to work with? Are there any growth opportunities?
I have an upcoming interview for one of the teams , and was wondering what the future looks like?

Earlier this week, my post was removed from here.
Hours later, HR quietly pinned a “Team Player” award on my profile, one I never applied for and don’t want. What I actually asked for was a clear growth path. Instead, my manager (who still calls one-on-one meetings “bro chats”) has stonewalled every promotion conversation. This week he announced a new Director role… filled by an external hire in India. I’m exhausted. If real opportunity now requires a passport and a 12-hour time-zone jump, just say it. I’ll book the flight.

I'm interested in career advancement here at Humana and was wondering what organizations/teams would you NOT recommend moving to for grown/development/security, etc, and more importantly WHY?

Thank you!

when do managers/directors start conversations for which engineers should be promoted to the next pay grade? any details on how this process works? i believe promotions are in july/december and the conversations start in may/october. can anyone confirm and add detail?

Does anyone know the grades that a senior manager can reach at Intel?

Need to get out of toxic leadership. Been applying internally and externally. More external than internal. One internal did get picked up 2 months after I applied. 5 rounds of interviews for a lateral move in the same domain I've been working in (just a different system). TRadio silence for 1+ month now. Pinged recruiter - didn't reply. Job was reposted recently.
HM's been looking for someone for 3+ months. Not like has someone in mind already and is doing the compliance thing with 3 minimum interviews. Is the expectation that God will descend from the heavens and apply for the role? And why ghost your own employee? Why blame external firms when your own firm's recruiters and HM's treat you this way?

I was recently asked by my manager & store manager if I would be interested in becoming a Fragrance Associate. The Fragrance manager in my store has always been impressed with my work & customer service they said. Currently, I am a mattress specialist & my manager & the store manager have told me I would get more commission in Fragrances than mattresses. I told them I would think about it & get back to them with an answer within a few days & they understand. I’m thinking about taking them up on their offer. What are your thoughts on moving from mattresses to fragrances & has any one who was a mattress specialist move to fragrances. I’m looking for opinions on this.

For the folks that have been in a PDC previously, are degrees/formal education required after a certain PSG level?