Philip Morris International reviews

Équilibre vie privée / vie professionnelle

* People lacks data backing in decisions. All about gut-feel and how you present your ideas. An example is when someone presents three data sets, that's "impressive" but no one asked why or how this data actually helps your project. * Management relies from senior leader's entitlement, so much so that you will be thrown under the bus if you're new and pose you as 'too junior' especially some leader does not like you. * Leaders lack self-awareness but wonder why people are burned out and don't feel confident opening up * People will raise voice on you on calls in guise of being "blunt and honest" but really just rude and disrespectful. Plus point if they're an People and Culture Director in a top East Asian market or something, they'll get away with it. Especially if their market is a top seller of their innovative product. * You can carry all the proofs you want, but if leadership and directors aren't willing to look at it, you're in trouble anyway. They'll even put you on performance management for one escalation (despite the proofs) * Red-tape galore * The director once said in a team meeting that "we're not here to build relationships. We're here to get the work done."