There are newer employer reviews for Anadarko Petroleum

 

very good

Current Employee - Anonymous Employee
Current Employee - Anonymous Employee

I have been working at Anadarko Petroleum

Pros

great company to work for

Cons

not too many cons here now

78 Other Employee Reviews for Anadarko Petroleum (View Most Recent)

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  1. 1 person found this helpful  

    Great Company!

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Anonymous Employee
    Current Employee - Anonymous Employee

    I have been working at Anadarko Petroleum

    Pros

    This is a great company and any one would be lucky for be employed by them. Lots of PTO, great bonus programs, great people to work with!

    Cons

    Not much to speak of...Maybe if you live in Galveston it might be a drive, but probably still worth it ;-)

    Recommends
    Positive Outlook
    Approves of CEO
  2. 1 person found this helpful  

    Denver: Good company, great co-workers, but many junior managers un-developed, lack leadership skills, poor mentoring

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Techincal Staff (Engineering/G&G)  in  Denver, CO
    Former Employee - Techincal Staff (Engineering/G&G) in Denver, CO

    I worked at Anadarko Petroleum full-time for more than 3 years

    Pros

    The work/life balance is pretty good overall, the 9-80 work schedule is key, plus the PTO based on age is also great. The people that work there are very good people and your co-workers are definitely a great asset. A lot of good, talented, smart individuals work there.
    Senior VPs, CEO, CFO, Board have a good vision
    Very good, stable company if you have a family, kids, etc.

    Cons

    First, Anadarko can no longer say "we arent a super major", because the corporate culture in the last 4 years has changed to that of a super major, they are more like Exxon than an independent. Which for me is undesirable, but for other may not be, I prefer a smaller company feel, which isn't there anymore like 5 years ago.

    Several front line managers are very immature, inexperienced, and un-mentored, mainly those coming from an engineering discipline. The company tends to promote those people that have been there the longest, not the people with the best, developed leadership skills. Promotions are very limited, with one very good geologist in the company being passed over for a title-only promotion 3 times, which is absurd. Putting in extra time, time on weekends, etc. is actually seen as a career-stopper. One supervisor actually being dishonest and making up statements to make their direct-report look poor has also happened, which goes back to the immaturity. Among the junior supervisor/manager level, people skills and how to develop their direct reports is extremely lacking, with one supervisor not actually even knowing the proper promotion guidelines for a discipline who they were responsible for, only caring about their own discipline. Coming down to not wanting to spend the time to make their direct reports become successful, only concentrating on their own self. Same junior supervisor also promised their staff many team building events and volunteer opportunities, while never coming through, again too busy concentrating on their own career and personal life.

    Prior military is also taken advantage of, the company benefits from the training, experience, leadership skills, etc., but does nothing to reward that prior life experience and the time in military, which is problematic across many companies, but for how much they say they are military-friendly, they don't do anything more than any other company, so in reality they are military-neutral if anything. There is no proactive stance to go out and find military veterans to hire, which would constitute being pro-military.

    Office politics is big, you have to "go along to get along" as is the case in many companies, but those that don't necessarily deserve promotions get them based on who they know, not necessarily what they know or how hard of worker they are or what they have been doing to better themselves in or outside of the company.

    Many of the "smaller" assets in the Denver office are understaffed and over-worked due to everyone going to the Wattenberg asset. These other assets are sacrificing for the benefit of one asset. The Wattenberg asset is also an "assembly-line" type job, with little to no work challenge, but long hours and very busy work life. Many people get burnt out from this type of work very easily.

    The VCP bonus (bonus based on stock price vs. 11 other peers) should be stopped, it was developed when the company was smaller and could sustain top stock performance against it's peers. The recent increase in dividend and growth of the company shows the company is more of a conservative stock play with lower end growth in stock price, basically only super-majors are its peers. Smaller peers have been consistently out-performing Anadarko stock, with the effects of Macando and Tronox suppressing the price, even with those issues coming to a close, the price still has seen marginal gain, with its peers out-performing it still.

    Medical insurance coverage has declined significantly since implementation of Obama-care, the company seems to be protesting the implementation of the mandate by passing the extra cost to its employees, instead of picking up the minor increase in cost themselves. Also, they chose a healthcare provider that isn't accepted in many of our field office locations, with our field staff having difficulty using it in remote towns/cities.

    Advice to ManagementAdvice

    - Develop your junior-supervisors/mentors, the General Managers should take charge and develop their direct reports, take the time.

    - Lominger training should be put on hold or stopped for non-management employees, many people are disinterested in this training and it is a hindrance. By implementing the Lominger training, you are also inferring your managers don't know how to teach leadership on their own to their direct reports. By implementing Lominger, you take that skill or ability out of their hands. Learning how to teach leadership to people is a valuable skill, you do a disservice to your managers by not allowing them to teach their direct reports using their own knowledge. You are also trying to have a "pre-canned" leadership training method, instead of one that is flexible based on the manager's style of leading and the direct-report's style of learning. The Lominger training is one of the huge mistakes the company is making, also leading to un-developed, inexperienced junior managers who rely on this "pre-canned" training, instead of developing their own methods and learning from that process.

    - Be an industry leader in military-friendly! Promote those individuals with military and/or combat experience, bump them up to the next level in their title, pay a little more, recognize they spent time serving their country, recognize the valuable skills they bring, and the sacrifice they made by spending years in a role few will do, while those around them were in school or amassing industry-experience, thus by passing them in their present situation. Show your peers and the country that you want to be a leader in valuing prior-military.

    -Build a better mentorship/new hire program, there basically hasn't been a new hire training program for over 5 years. Disciplines should also be teamed up with disciplines for mentoring, geologists/geophysicists have a hard time mentoring engineers, while engineers have a difficult time mentoring geologists/geophysicists.

    -General managers seemed to have distanced themselves from their front-line employees for some reason, not sure why, but 3-4 years ago, the GMs interacted daily with the lower level techs, geologist, engineers, etc, but the last couple years they don't seem to interact. Make your GMs get out there and talk to the staff, I think it is very beneficial to know the people who your direct reports are managing.

    -Figure out the personnel issues with your non-core assets, for Denver, add staff into the non-core assets so people have a better work-life balance.

    -If you want to protest Obama-care, announce you are keeping the same plans and picking up the extra cost yourself, be the "bigger" person in the debate

    Recommends
    Neutral Outlook
    Approves of CEO
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