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Tata Consultancy I am a manager in Capgemini... have an offer frm TCS. the designation being offered is Assistant Consultant.. 9.8 years experience( 5 yrs with Cap) Even though I am getting a package of 25Lakhs.. it seems like a demotion in designation.. Cg has offered to match upto 23.5 lakhs.. Is it worth moving to TCS on this grade? My primary reason for moving out of Cg is i m bored of beauocracy and WLB at current project. Is it a good idea to still switch with the counter offer from Cg Capgemini Tata Consu
Can folks from PwC share how exactly your all remote model works? So, an employee opting for remote works with any team across time zones ? Or across states in same time zone? Also, how do you staff on / find a project? Are there people working totally with teams outside their office, as say nobody or few in their own group/ office opted for remote model? Would that be true?
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[query] Is it a good idea to say a firm No due to medical reasons to a new night shift project I'm hired in?Accenture
I recently got a night shift project (2 days ago) that requires me to work from 10:30pm till 7:30am
I'm not comfortable with these timings and I'm thinking to ask my manager to put me on Bench (Due to medical reasons that involve mental health)
Is it a nice idea to say a firm No to a new project I'm hardlocked into, due to night shifts?
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Honestly if the failure of your project is due to junior team members then that in and of itself is a failure of senior leadership. Mentor your new folks, don’t treat them as a scapegoat
OP nope. This is what differentiates an asshole who will burn everyone out, drive away the best people, and create a culture that makes it difficult to recruit. Your willingness to blame junior staff for your failures shows a total lack of integrity and leadership. You should shouldn’t be managing people.
OP, I really hope you're complaining because you've got an exceptionally dim C/SC running around screwing things up. But wait, even if that's the case why didn't you staff better? Roll them off, put them on an ice floe, and find their superhero replacement.
Dude, EY1, I knew a guy like you would come in and talking about how the project plan or scoping was inaccurate. First off, see my post above. Secondly, when is it ever accurate? In order to sell deals, we do need to sometimes undersell the project and make the engagement extremely profitable. We're expecting rockstar consultants to understand this basic fact of life re: consulting, and deliver the engagement regardless. This is what differentiates a rockstar vs. shitty consultant who doesn't have career progression within the firm.
I think you mean BA1 not EY1...this post seemed more like a response than a new thread. And your definition of Rockstar is what I would call a bandwidth consultant. Low standards if that's what you really think and an unlimited supply of brainless drones overseas who will work 14 hour days 6 days a week with no life if that's what you really want.
S1 again agreed. So what do you do to handle these bully managers?
I’ve never understood how a leader could blame his team. You’re never going to have the ideal team. You’re eventually going to have someone who probably isn’t a perfect fit for whatever reason. As a leader you’re suppose to train and mentor your staff to put them in best position to succeed.
When the engagement is a failure, it’s the leader’s fault. When the engagement is a success, it’s because your team did a good job
The longer I’m away from the military, the more I appreciate it. There were plenty of shitty leaders there too, but at least they were held accountable
OP- I agree strong consultant help prevent the leaders on the team from burning the midnight oil.
It’s your job to find that team and build them up to that point. Instead of blaming others, look inward and take steps to address the team issues
@SM OP, analyst to have options to either sink and swim doesn’t always work in leaderships favor. You cannot expect everyone to be star consultant. Have you thought about repercussions of consultant churn in poorly staffed projects. I have seen it, so I am careful.
OP must not have that big a fire if has time to whine on fb
I think I see where you’re coming from, OP. I didn’t realize you were just letting off steam. I think we’ve all seen that underperforming consultants. I think some of the responses to your post are from people who’ve seen or worked under bad leaders who blame their teams for their own shortcomings.
I don’t know if you’ve been in consulting your whole career or not, but there are under-performers everywhere. It’s much, much worse industry
There are, unfortunately, many junior resources who simply do not care enough to take ownership of their deliverables or behave like someone who has a stake in the success or failure of the project. When you have someone like this, you owe it to them and the firm to educate them on their responsibility. You aren’t doing anyone a favor by sheltering them from bad feedback
EY3, your incentive is an unbelievable learning curve that you'll never get from working in the industry. Your reward is learning and understanding a structured, methodical approach to problem solving that requires rigour, precision, and speed. Your benefit is that you'll actually receive skills that will make you more marketable to the industry, so that you don't just go in as a lateral hire. You may actually get a promotion out of leaving firm, because you're stunning at your profession. How do you think Senior Managers and Partners are made? Do you really think that we didn't work insanely hard, accept feedback, and go out of our way to correct our behaviors that are holding us back? You can bet that we all did. Your other benefit to being a hard worker is that you'll be rewarded with more interesting work where you're trusted to lead up something more significant. Better yet, you'll even get a Tier 1 rating and be setup to receive a 15%+ bonus or a promotion by year end.
OP-if you are searching for “rockstars” you either gotta PAY-UP or TRAIN-UP. You either do the targeted recruitment and drop the market rate 130-170k for a “rockstar” or go through the hard work of training. Don’t expect to be gifted with. “rockstar” paying them peanuts with no training
I feel like OP is trolling and everyone is biting... can’t be serious with these comments
Please don't mistake my OP as someone uncaring, passing the blame down, or blaming junior staff. I figured just the opposite and people I work with typically mature into being rock stars.
I bet OP never worked in another professional environment in his life
Who hurt you OP?
I’m sure everyone’s worked with underperforming consultants and it is frustrating. We can all agree to that, but the way OP reacted is unacceptable.
The fact that you can’t take ANY responsibility for your teams failure is really unbelievable. Your post gave me anxiety just reading it.
And while your approach to just slam the whip on everyone and condescendingly yell at them might push them to work hard, it will never instill confidence and bring out the best in them.
I can tell by your crazy reaction you may have had what it takes to become a manager, but you don’t have what it takes to help others be their best. I hope you can change your perspective.
Swallow your pride and admit you made some errors along the way too.
You sound like a horrible leader. Take responsibility for your team’s failures as the most senior person. Did you have check-ins with the junior staffers? Do you know their names? Did you clearly explain what you need? SMs like you make consulting miserable.
Project plan and scoping was always just fine. Although it didn't account for the fact that a consultant that we staff is incompetent, unable to manage up, unable to communicate effectively, unable to own and drive significant workstream and client expectations, and the Manager or Senior Manager is expected to deal with your shit. Your performance, ranking, and promotion readiness is impacted significantly due to your failures.
BA1, you’re spot on my friend! The problem is there are too many likes this dude in the firm!