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For the positive spin version of Bridgewater culture, Ray Dalios Principles book is a good read. There are parts that talk about how they assess performance etc. (e.g. “baseball cards”).
As someone who has witnessed it first hand, the reality is, if you don’t have a very thick skin, RUN.
You are not only encouraged to voice dissent and disagreement—you are required to do so. The place is full of Harvard MBA types—think about how likely it is that they believe they know a better way than you.
Issues are logged in (internal) publicly viewable places. The drop down for root cause only contains character flaws. Anything over medium severity is dealt with in a “root cause analysis” meeting, with the whole department attending. The meeting is the person in the hot seat being psychoanalyzed about what it is about them that led them to fuck up in this way. This is framed as for the person’s benefit—they won’t be fired, it is to help them learn and grow. It is not up or out—several people I met there had been demoted.
Every meeting is recorded and anyone can access the recordings. Important meetings are videotaped. Consensus on decisions is required, no matter how much debate is needed.
I’ve never seen anything like it.
Oh boy. Hourly. And harshly. Interesting firm.
SM1 nailed it. Definitely recommend following Ray Dalio on LinkedIn or reading his principles to get some idea of how they operate- it's not lip service to their values, they really live it.
It’s a cult of personality
Literally every second of everyday. You are evaluated at all times by everyone
https://www.google.com/amp/s/www.nytimes.com/2017/09/08/business/dealbook/bridgewaters-ray-dalio-spreads-his-gospel-of-radical-transparency.amp.html
Constantly and publicly.
On the flip side, how are people promoted? Are there official evaluations?
I don’t know what their formal HR processes look like, but my guess would be that it might be more fluid/dynamic, that they would move people around and up or down as they recognize that people aren’t in the right role / there is a better fit elsewhere. Again, the book Principles should give you at least some insight about this.
As consultants, we were asked for straight up opinions of their people, particularly those we thought were underperforming. They demanded real answers too.