Related Posts
Bowl Leader
Bowl Leader
More Posts
BDO India Hello fellow consultants, i have been offered a package of 66K GBP from Deloitte for the position of Manager - Cyber Internal Audit, Financial Services, Risk Advisory - Manchester. I am currently working for BDO India and will be relocating, what are your views on this? What are the extra relocation and accomodation benefits i can ask for? I am a 24 year old bachelor and i have 3 YoE. BDO Deloitte India Deloitte USI BDO RISE Private Limited
Any performace testers in nagarro.. plz dm
Bowl Leader
Additional Posts in Leadership
New to Fishbowl?
Download the Fishbowl app to
unlock all discussions on Fishbowl.
unlock all discussions on Fishbowl.
Shoot one, train many.
I kind of agree, you just kinda have to let the person know like hey this is what we need from you and if they just aren’t producing, let them go. This will be a very clear message to team members as well.
I think you have better advantage of strategic leverage if it’s a client ask. That way the conversation is based around this is the clients need. we have to have somebody in this role that can produce the clients reasonable needs, point blank.
My management tells me to either give direct feedback (I always raise these types of issues as an item for improvement verbally and in written feedback but most just ignore) or just to suck it up and Have me/other team members pick up the slack (client doesn’t handle team turnover well and they’re incentivized to bend over backwards for the relationship). This is a pervasive issue I’ve run into way too many times over the course of my career and I’m curious what the best approach is to getting these people to giddy up
You might have some cultural learning on your part to do here.
For example, there are cultures out there that will say yes to look good (save face) but asking for help on how to do something new could make them loose face (look like an idiot).
One of the things I learned was to walk through the steps and then have them show me how to do it. Another way is to reframe the question - instead of “do you understand?”, say something like, “what could I explain more? Or is there something we could cover again?”
Messages for new things need to be verbal, visual and written. Verbal celebrations for using the tools should be called out during your team meetings.
Yes, we should expect a certain level of professionalism from everyone. But, how to go about drawing that out is a leadership skill.
Layer. Put a manager under you who manages the offshore team. Set the expectations of the offshore manager that the team will adopt certain work procedures and failure to do so will result in removal from the team. Let the manager do the work for you. I have been here too many times to count. This is the only way.
You have to start demanding it as a part of the staffing model. Your firm is cheap and wants to use offshore labor? It’s on them to supply the requisite pyramid to make it work. Pyramid becomes too large for the cost profile of the client? Then offshoring isn’t an appropriate model for them. Simple as.
I have also successfully used this model to 1) reduce dependency on locations that operate purely on scale (e.g., India), and 2) rehome work for better efficiency. Scale is not always appropriate for clients, especially now in an era of reduced budgets, and you also need to play into the whole RTO angle - if it is as efficient as they say, surely a smaller, smarter in person team is more effective?
Best of luck to you.
Can you leverage talent mapping tools to illustrate the PD skills they will need? This may force a more defined conversation around their professional development and their role in upskilling.
Equally can your talent team provide guidance on how PD stacks up for performance metrics, promotion or increases?
Are the PD costs supported by the company or no (esp for offshore team members)? There may be reticence if it is a cost issue (paying out of pocket then being reimbursed)…
Ultimately you may have to consider their tenure if the lack of new skills / PD continues to erode work and productivity.
Gotta be honest, I’ve never used or heard of a “talent mapping tool” so I’m going to research that one.
Formal training hours PD is a tick box at EY. Nobody is looking to make sure the hours are actually helpful/relevant to your role in fulfilling the requirement. There is likely relevant self guided training available internally but I have zero mechanism to compel these people into taking it
Let em work. I used to fight that battle, and it's just not worth it. Been in leadership for 20 years. Some people like to do their thing, and they are good at it. I just give them work, let them do it and don't fuck with them. My energy is best spent helping people who want to grow.
Hi!
One thing that comes to my mind could be to announce to your team that from now on there will be more emphasis on their training & development, and why is that important for them & business in general.
When you have 1:1s, you can agree with them to take a specific training by ____ (set a deadline), and ask them to send you a quick overview of some of their main learnings. That will help in keeping them accountable.
At the same time, you’ve got to decide what happens is they keep <not> doing it.
All the best!
Set up a session with your team to walk through the changes they need to make and why that is necessary. For example version control is basic. Make it a formalized training and stipulate the consequences if not met. For example their rating would be impacted if these best practices are not met.
Separately reflect on what is the root cause of the issue. Are they not listening to you becuase of your lack of credibility or experience or behavioural issues? Is it driven by lack of incentive or lack of consequence for the team member? You have to also assess your management style to see what you need to do or change about yourself to drive behavioural changes in others.
Are they amazing at their job or just okay? If okay, sack em. Version control and jira are basics for developers so unless they're a genius then why put up with that.
It's like a consultant saying they won't write an email or make a PowerPoint. Some consultants say that and are amazingly strong in other areas so you let it go, but if an average consultant also refused to make a deck or write an email even when explicitly asked to, what value are they adding to the team? Imagine skills being rated out of 10 then averaged. Some people are 9, 9, 3, so average 6, fine. But if someone is 5,1,1 then replace them
Have you visited them in person? Worth doing.
Also in general do you know what motivates each individual?
Meet with the individual and communicate that they are not meeting expectations. Provide them with a clear structure, timeframe, and possibly a Performance Improvement Plan (PIP). Monitor their progress, and if they fail to improve, issue a verbal warning, followed by a written warning. If there is still no improvement, consider suspension without pay, a final warning, and if expectations are still not met, termination may be necessary. Depending on your location and company policies and procedures, this process may be expedited.
It seems like your problem may be more of a work culture issue than what you initially described. If everyone else is okay with it, you might need to adjust to this new standard or consider moving on to new opportunities. Best of luck to you!