Capital One reviews

Leaders care more about how they look and show up than about employees and doing the right thing. Gas Lighting, lying, backstabbing, and self promotion are prominent across technology.

Meeting culture can be paralyzing due to personnel bloat at the bank. Leadership and steering meetings often involve 30+ people, which makes it difficult to generate decision or have meaningful conversation. Performance culture forcing PIP quotas breeds a climate where bootlickers are rewarded and independent thinkers are punished. In the end, calibration boils down to a popularity contest where people who are well liked by leadership get promoted and those who challenge leadership are voted into weak performance and managed out. You will find that there are two classes of employees at Capital One, lifelong veterans who have been with the bank for 20 or more years, have never worked anywhere else and are -deeply- invested in the way things are, and folks who've been around for 2 or 3 years deciding if it's worthwhile to stick it out. The former class are entrenched and know how to use the performance management system to reward each other and cement power. The second class are prey and fodder for the veterans.