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3 days ago

Financial Analyst – new

Vanguard Valley Forge, PA

• Partners with Senior Leadership and their management teams to prepare financial analyses and models that assist in the evaluation of strategic… Vanguard

12 days ago

Senior Quantitative Equity Analyst

Vanguard Valley Forge, PA

• Initiates and analyzes complex investment research issues by utilizing both internal and external resources. Researches new stock-selection models… Vanguard

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Vanguard Chairman and CEO William McNabb
William McNabb
504 Ratings
  • Helpful (11)

    Loosening up, but still culturally rigid and too hierarchical to adapt to market needs.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Anonymous Employee in Valley Forge, PA
    Former Employee - Anonymous Employee in Valley Forge, PA

    I worked at Vanguard

    Doesn't Recommend
    Negative Outlook
    Approves of CEO
    Doesn't Recommend
    Negative Outlook
    Approves of CEO


    - Retirement plan benefits are in line with cultural vision.
    - Stable company with decent benefits and becoming less rigid with more nuanced expectations across different job roles.
    - Efforts are made to appear culturally inclusive as the need for talent expands due to demographic shifts in client base.
    - Surprisingly loyal company with smart amount of discretionary temp workers, making full-time employees entitled to job protection with market fluctuations.
    - Nice place to start a career.


    - Publicly, there's lots of bravado of being leader in asset management, but privately, there's lots of confusion over business goals and company direction towards pushing advice vs. self-directed, inactive clients.

    - Outside consultants have clearly told someone at the company that more assertiveness is needed in selling to squeeze more from a low-margin, high-volume business.

    - Got the sense of a culture of Ayn Rand zealousness.

    - Lots of talk about "innovation," "creativity" and a desire for "strategic" thinking, when in reality, an established, risk-averse company does not want or value non-conformist thinking.

    - Overly complex and rigidly hierarchical "management" layers, with people in roles that have no true influence and decision matrices that create stagnation, fear of error, little-to-no time for skills upgrades and training.

    - Job satisfaction will totally depend on which team you are placed in and which random project you're assigned to, along with who you know. You have zero control of that.

    - False sense of libertarian utopia and people pretending they have "ownership" of what they are told to do.

    - Rigid delivery schedules with on-time, under-budget quantifiers don't allow for quality and effectiveness and measurements of project success.

    - Administrative "leaders" are given compensation and credit out of scale with those making tangible contributions.

    - Work-life balance doesn't work if you want recognition and promotion and willing to wait a LONG time.

    - Lots of middle-management rotation with select people on fast-tracks based on who they know, often leaving a mess behind them no better than when they found it, yet get promoted.

    - Surprising amounts of analysis paralysis and shockingly lacking nuance to policies, procedures, compensation, roles and responsibilities.

    - Unless you plan on committing your life to the "cause" and like a culture of just following orders, get out before your market-valued skills are diminished. Use the highly-recognized name on your resume as a stepping stone elsewhere.

    Advice to Management

    - While lots of volumetric growth and slow-and-steady process has been effective, there are far too many sycophants in middle management roles.

    - Recent shifts have improved the physical work environments (new real estate purchase from former Wyeth buildings), it hasn't changed the limited role and rigid silos preventing clear and honest communication.

    - Surprising amount of time spent rallying troops from desperate division leaders who can't increase compensation in many areas that are to scale with industry

    - Reevaluate job descriptions and be more specific on role, skills and expectations with job evaluations based on individuals competing against themselves and not others

    - Re-evaluate preconceived notions of job roles and reduce administrative roles having so much power over things they know so little about.

    - Be cautious of the fake-it-till-you-make-it crowd working its way up the "ladder" on the backs of others, especially contractors who aren't provided benefits and compensation employees are.

    - Consider encouraging more direct language and review HR policies to make job roles more specific.

    - Be cautious of people without subject matter expertise in high profile roles obscuring information they don't think leadership can handle.

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