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I had an interview with @cognizant all rounds done with HR AND Salary negotiation, after that I sent an email to them related to my offer status. However, they replied me as, we have kept you on hold etc.
And now @cognizant hr called me 3 times for job opening, and I have told them my offer is on hold. Now, they have scheduled interview. Is it for same or new. It's really confusing for me.
If they release old offer what we have discussed or they will interview me again
Accenture
Folks, I am in the final stages of converting an offer for the position of Senior Advisor, Business Intelligence at Dell Technologies
If this gets converted what should be a good salary range to negotiate with the HR?
Total experience : 8.5 yrs
Current CTC : 19 LPA
Skillset : Project Mgmt, Sql, Tableau
MBA from an IIM
Post MBA experience - 5 yrs.
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Is it possible to get 26V to 45V in 4 weeks?
Deloitte's denial rates are about to get a LOT Higher if this is not challenged.
The DOL and DHS rules are here:
DOL: https://www.dol.gov/sites/dolgov/files/ETA/oflc/pdfs/DOL-Interim-Final-Rule-Strengthening-Wage-Protections-for-the-Temporary-and-Permanent-Employment-of-Certain-Aliens-in-the-United-States.pdf
DHS: https://public-inspection.federalregister.gov/2020-22347.pdf
Gotta love working from home ❤️🐾
I want to stress vomit.
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I would be the first to respond to his little emails, with reply all: “thanks for the update we can discuss this in our next 1-1! :) “ That way everyone knows you’re on it and can delete his basic update from their inbox.
If you want to go farther at that next 1-1 you can have a documented conversation that his update emails are a distraction from the other process everyone else on the team is doing and that he needs to follow that process as well. If you think it will help pull HR in on the meeting so a 3rd party can see how he acts towards you.
Love this. The key is to loop in HR AND leave a paper trail. A good way to do this is to send him an email summing up your 1:1 afterwards. This also give him a chance to ask any further questions that he may not have asked in the meeting.
yeah, I would ask my boss not to respond or to respond and say no need to include me on this.
Mentor
I would talk to your boss and ask for guidance to address the situation or make it known that this presents potential conflict. Your boss should help support you and there may be history you are unaware of or side conversations your are not privy to, but it is apparent to many that this person has issues and feels they need to escalate above you. It does not go without being noticed and it is easier in the long run to get ahead of this kind of situation.
I was going to suggest this as well. Align with everyone at all levels, your direct report, your boss, and if needed, your boss's boss. If something like this happened to me I feel like my management would support me/empower me and be the ones to reply..."for routine updates please align with so&so. No need to share with me directly". The message will hit harder I think if all 3 of you tell the same individual a consistent message. And if the individual doesn't comply, all 3 of you are aware of the situation...
sometimes those communication emails take a life of their own and have unneeded consequences. At the same time, I don’t think it would be correct of me to instruct him to limit who all he loops in on those emails
You, as his manager, have every right to limit our ask him to stop the extensive loops unless it's a requirement your boss asked, but I would hope you would have been notified.
What I'm seeing is a lack of you begin authoritative, from your statement you've tried other strategies the haven't worked. At this point you got to be clear and direct. His actions are causing more challenges that are not b needed. You give him the direct verbal he has no choice but to follow or note this is the beginning of him receiving formal repremants. It doesn't matter how long he has beg at the company, you v are there to lead. He already noticed you're not being authoritative and testing the boundaries to see what he can get away.
If you have 1:1 try to bring this up with him to understand the reason behind why he is doing this and explain him that this is your responsibility?
Maybe in the beginning it was to make sure things were getting done correctly. (In his eyes since you were new) but I think it’s time for a change. Definitely take ownership and charge of that communication- if it is negatively impacting you. Remember that you are the leader. You don’t need to be harsh just explain a new procedure or SOP with your leadership team first (email) and then him. Don’t make it a big deal, just matter of fact. Men in leadership roles don’t ask for permission. Empower yourself.
I have been in your shoes! It is unfortunate that you and others are dealing with this. But you are going to have to put him in his place professionally! For me, I had a situation where I was able to involve my boss. Being put in that position he really gave me the opportunity to show the “bosses” his true self and he was fired on the spot.
Tell us more about things taking on a life of their own? I’m trying to understand if the spin this creates is justified and if the reports should go up through you why your leaders don’t wait for that and support you on that? As others have said I would respond with a thanks and an acknowledgement that you will include this in the larger update, but not 1:1. This way you can direct him towards the correct process rather than making it seem like the communication is inherently problematic because of the content itself as though you need to hide anything I would still address it in his 1:1 too, and emphasis the need for process compliance and try to understand where he is coming from.
Maybe he feels you’re distracted and too busy. Let him know that all his information is being sent forward and that his input is important to you and you’re grateful for all he does. You can show this by asking him for his input in front of others to make him feel more important, like in a team meeting. Sometimes your worst employees can become
Your best advocates you just need to know how to turn it around! I had a manger once who said a great manager knows what motivates each member on the team. If you don’t know simply ask him! Figure this out and you will have no problems!
Any tips / suggestions on what to do in this case ?
Why do you think he loops them in? Is he required to give them an update about the same thing too? If you are still new to the position maybe he was an interim before you got hired? 🤔Either way, he needs to give you the space and respect to do your job. I would inform him that you will be doing the looping in moving forward.
Have you had an open and frank conversation with him? Asked why he’s doing this? Explaining it isn’t necessary as it’s part of your role.
I find it so helpful to just be super open and clear. and setting boundaries as and when needed.
I’ve been in your position before but as soon as it’s been explain that “I got this!” With clarity it all just became so much easier.