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A leading MNC require following profile for their Finance project.
1) Asset Management
2) Organisational Change Management
3) Compliance Management
4) Financial Accounting/ Budgeting
5) Information System Security/ Firewall
Role - IT Consultant Exp 6-10 yrs
Role - Sr. Consultant/Asst Manager Exp 12-16 yrs
Candidate should be ITIL certified with hands on exp in Organisational Change Management. Good exposure with ITSM methodology. Please send ur profile urgently on happygk11@gmail.com
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I like the simplicity of completing snapshots, but actually think overall it's worse than the previous system
D4. in my experience (hope) Papa D will adjust to the criticisms of the iRPM system as is and make it more effective/useful/fulfilling. I'd encourage you to ride it out and see how it goes rather than jumping ship so quickly.
Raise your hand if you have ever felt personally victimized by some spineless passive aggressive manager during consensus or via irpm
Don't like that it gives people the ability to give a bad rating and then "hide". Leads to situations where you get a certain rating with zero productive feedback because the person who gave you the poor rating pretends they gave you a good one on the phone when your counselor reaches out for due diligence. Then your counselor is left w no way to give any constructive feedback. Overall a shitty system in my opinion that makes it easier to screw people
I believe the new performance and comp process is designed to avoid awkward conversations and make the process as vague as possible
Put another way, it's the first time in 5 performance reviews I've ever been surprised by the outcome (in a negative way)
It burned me. Conflict averse managers who gave decent snapshot ratings and spoke highly of me during due diligence but complained about me during consensus. Cost me my promotion and I am not allowed to know who said what. It's a toxic system and it makes me not want to work here any more.
Dear all, this is GREAT feedback. I gave my two weeks notice this week for all the reasons you are mentioning here. It is a broken process. It needs to get revised!
I'm discussing the subject in my exit interview as well. I totally agree, it is an issue. I got a 2 last year and this year I got a 4. Was not able to get a straight answer as to why I got a 4.
I don't like it as much as the previous DPME system. Easier, yes. But not as useful.
I have worked at Deloitte since 2007. I would say that I am a champion for recognizing and rewarding talent, or even just hard work/effort, but like anywhere, I'm not so naive to think that everyone experiences this.
Was a 2 every year until this system. Fuck Deloitte.
In other words, a waste of time.
^ yeah that is BS. Yeah no visibility but realistically I don't think they really got the spread of results they were expecting. All the snapshots I saw were far right and the people were both the highest performers to the completely inadequate
First time in 8 yrs D1
It's a system set up to shield all involved from any responsibility or culpability, and to give those being graded No reliable information about anything
I wonder if anyone who matters knows this is an issue
Exact same boat @OP. And was told early Feb that I was "on track". Also - I've heard similar stories from others. I totally agree I deserved a 3 this year, but a 4 with no warning is a different situation (with much bigger financial implications)
A 3 (not that it's terrible) but worked 18 hour days for over 6 months, and every partner and SM I worked for said I was better than a 3.
As someone who participates in multiple consensus meetings across S&O and GM, I can tell you that Consulting leadership isn't happy with RPM either. That being said, some of the comments on here are pretty ignorant about the actual consensus process and the discussion that takes place.