What is the hiring process like at National Grid?

I haven't come cross any company that is so involved with the health and safety of it's employees. National Grid stands firmly with the motto of Do the Right thing, Make it happen and Find a better way.' 1- I have always felt that my words have been listened to no matter how big/small change it makes. 2- The salary is at par compared to other companies. 3- Trainings and development being provided are at the core of NG and they will do anything to train as per the job role. 4- The managers have been supportive throughout my time at NG. 5- The company has provided a car as per the job role which has eased and relieved alot of pressure.

1- The systems and processes are complex but are definitely required, only if they can speed up the bureaucratic process it will be great. 2- If they can provide IHS for the international employees it will be great since my foreign colleagues struggle a bit around the IHS and if NG can look into that it will be a charger for international colleagues.

No responsibility on work Opportunity to learn

Longer recruitment process and high competition to get an offer

Engaging Work: The projects are diverse and required collaboration with various business units, which is stimulating and educational. Learning Opportunities: The role offers substantial chances to expand industry knowledge and develop professionally

Toxic Management Culture: The management team in the CAPEX department fosters a toxic environment. Senior managers tend o micromanage, significantly limiting autonomy and creativity. Favoritism: There is a noticeable "favorites" club within the team. Certain individuals received preferential treatment based on subjective criteria rather than merit. Bias and Harassment: Senior managers often harass employees who challenged the status quo, creating an environment of fear rather than innovation. Workload Disparities: Favored employees received additional support and had their responsibilities adjusted, while others flagged excessive workloads and received no assistance. Unethical Interview Practices: The interview process was ethically questionable, with a candidates participating in interview panels for a role they had applied for and was placed in role after interview process concluded. This resulted in biased hiring decisions. Lack of Leadership Accountability: Senior leadership was aware of the toxic management practices but failed to take corrective action, leading to widespread dissatisfaction and turnover. Overall Experience: The CAPEX team at National Grid is a demotivating and toxic work environment. Management practices hindered professional growth and negatively impacted morale.

- Clear communication of expectations throughout the hiring process - The interview process emphasized that DEI was important to the company's culture as well as the 3 major culture drivers ("Do the right thing", "Make it Happen," "Find a better Way") - ERGs for every affinity that are active and engaged - Flexible hybrid work culture (for management roles), ensuring face time with team members each week but also flexibility to work from home when needed - Competitive salary with opportunities for advancement - Generous bonuses driven by both personal and organizational performance - Focus on investing in the development of the people that are at National Grid - In times of uncertainty or unexpected project shut down/pause, NG recognized that skillsets are transferrable and rather than letting go of whole teams (like other companies), people were re-distributed based on transference of skill sets

- Lack of clarity regarding major decision-making from executive leadership - Unclear metrics for meeting and exceeding expectations for performance bonuses

- Atmosphere: very good working environment and interesting tasks/asignment. - Management: Lots of confidence from the management to achieve our objectives. - Work-life balance: the company ensures that there is a well balanced between work and private like

- Recruitment: HR system is taking a long time during the recruitment process and it is hard to follow-up and get information during this period - lack of harmonisation of compensation and benefits across the company e.g. in UK and elsewhere in the EU

- Clear communication of expectations throughout the hiring process - The interview process emphasized that DEI was important to the company's culture as well as the 3 major culture drivers ("Do the right thing", "Make it Happen," "Find a better Way") - ERGs for every affinity that are active and engaged - Flexible hybrid work culture (for management roles), ensuring face time with team members each week but also flexibility to work from home when needed - Competitive salary with opportunities for advancement - Generous bonuses driven by both personal and organizational performance - Focus on investing in the development of the people that are at National Grid - In times of uncertainty or unexpected project shut down/pause, NG recognized that skillsets are transferrable and rather than letting go of whole teams (like other companies), people were re-distributed based on transference of skill sets

- Lack of clarity regarding major decision-making from executive leadership - Unclear metrics for meeting and exceeding expectations for performance bonuses

Looks after its employees Benefits with sharesave, pension contributions

Hiring process takes ages to complete

1. Diversity & Inclusion National Grid fosters a diverse and inclusive culture, where employees from various backgrounds feel welcomed. As a new starter, especially if you're transitioning from a different industry, this openness helps ease the onboarding process and encourages fresh perspectives. 2. Teamwork & Collaboration The Connections team is known for its strong collaborative spirit. Engineers often work cross-functionally with planning, delivery, and customer teams, which builds a sense of shared purpose and mutual support. Peer learning and informal mentoring are common, making it easier to grow professionally. 3. Approachability of Managers Managers are generally approachable and supportive, especially during the first year. Many new starters appreciate the open-door culture and the willingness of senior staff to guide and clarify processes. Regular check-ins and feedback sessions help build confidence and alignment.

Overuse of Acronyms in Meetings One recurring challenge is the heavy use of internal acronyms and jargon, particularly in meetings and documentation. For new starters—especially those coming from outside the energy sector—this can feel intimidating and exclusionary, making it harder to follow discussions or contribute meaningfully.

Good pay, stable work conditions, unions to protect workers, work life balance is respected, flexible working conditions

Disorganized senior management, very siloed pyramidal corporate structure (people only speak with their managers and must go through chain) which makes for slow and ineffective collaboration between teams. Team members are not empowered meaning decisions always go back to seniority, which slows the process as managers are rarely informed into the technical detail of tasks. Unclear management promotional structure as management skills are clearly not taught.

Engaging Work: The projects are diverse and required collaboration with various business units, which is stimulating and educational. Learning Opportunities: The role offers substantial chances to expand industry knowledge and develop professionally

Toxic Management Culture: The management team in the CAPEX department fosters a toxic environment. Senior managers tend o micromanage, significantly limiting autonomy and creativity. Favoritism: There is a noticeable "favorites" club within the team. Certain individuals received preferential treatment based on subjective criteria rather than merit. Bias and Harassment: Senior managers often harass employees who challenged the status quo, creating an environment of fear rather than innovation. Workload Disparities: Favored employees received additional support and had their responsibilities adjusted, while others flagged excessive workloads and received no assistance. Unethical Interview Practices: The interview process was ethically questionable, with a candidates participating in interview panels for a role they had applied for and was placed in role after interview process concluded. This resulted in biased hiring decisions. Lack of Leadership Accountability: Senior leadership was aware of the toxic management practices but failed to take corrective action, leading to widespread dissatisfaction and turnover. Overall Experience: The CAPEX team at National Grid is a demotivating and toxic work environment. Management practices hindered professional growth and negatively impacted morale.