Hit or Miss - Recruiting bei Capital One: Mitarbeiterbewertung

- I'll preface by saying - given Capital One's size as an organization - employee experience will inevitably be both team and manager-specific. - If you're based outside of Virginia (McLean, Richmond) or Texas (Plano), you'll end up feeling like an outsider. This may be changing due to the increasingly virtual nature of employment, but pre-pandemic this was certainly the case. - The performance review cycle - while not uncommon among enterprise organizations of Capital One's size - rewards those who know and schmooze the right people and have a well-positioned manager. The unfortunate reality is that individual performance metrics are not weighed heavily; it's more or less a popularity contest. - While internal mobility is encouraged and stands as a reality, the organization leads with selling that option to prospective employees. This begs the question: why are employees constantly shuffling throughout the organization and what are they running from? - Largely a culture of blame. With an organization this size, it's easy to pass off errors to someone else, hide your tracks and refuse to accept responsibility. - If you don't start working at Capital One straight out of college in one of their rotation programs, you'll never truly be treated as a superstar employee; it's very much a 'home-grown' environment for leadership. - Along the same lines as the above point, much of the leadership within the organization has spent the majority (if not the entirety) of their career at Capital One. This lends to blindspots, a lack of diversity in experience and a refusal to adapt to outside points of view. - Generally speaking, Capital One (purposely) does not pay as competitively as organizations in the same space. If you're going to sell your soul to a bank, you may as well get paid for it.