I have been working at Lubrizol full-time (More than 10 years)
Sounds strange, but there really are too many ways that the company could grow given the vast amount of technical and commercial expertise we have. While that also presents challenges (where to prioritize, and how), the company is fantastic for allowing people to explore new areas of opportunity. Similarly, the peer-to-peer interaction is excellent on an individual level, from the general level of helpfulness and friendly attitudes, to the expectation of peer coaching and "see it, say it" that has been fostered over the past several years.
Organizationally, there is gap in what is said at the top management level, to what is experienced by those from upper-middle management on down. In part, that may be a function of having a very hierarchical organization, rather than a very flat one. There are a number of silos that exist which drive decision making in a way that is not always what's best for Lubrizol, but rather what is best for that silo. Similarly, while there is great peer support and interaction, there seems to be a great deal of barrier-setting on the part of managers to prevent team members from getting too involved outside of their narrow realm of contribution, which can demotivate some of the more helpful and productive employees.
Advice to Management
The initiatives that have been taken to attract and retain talent are really great, and should be commended and even expanded upon. This does not address the "culture gap" issue where the longer-tenured middle managers at times can have a negative effect on those who have more recently joined. Culture change can be set from the top, but it would feel more real to experience that through organic sharing and experience, rather than through expensive programs and class sessions. How to fix that? Simple steps that put upper-middle managers on the same cultural level as employees would go a long way toward improving trust. Many managers don't sign up for social events, they don't wear jeans on Friday, they don't encourage participation in resource groups, and they don't communicate effectively either across or down the organization. Anything to encourage more alignment would be very welcome by many.
The process took 3+ weeks. I interviewed at Lubrizol.
The interview process consisted of a phone interview with three people on the phone with me at once. All the questions were behavioral. Typical tell me about a time when questions. Then for an on-site interview the questions were the same and an interview with hr were she asked her own questions.