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I had my interview with Cognizant last month. HR round and salary discussion was completed on 27th September. The HR said offer letter would be released within 2weeks. Now it's already 2weeks. But I didn't hear back from the HR. What shall I do?Accenture Accenture India Tata Consultancy Capgemini
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Thought this was interesting. Across 160 teams of researchers, just about all failed to make good life outcome predictions on things like GPA, evictions, layoffs, and others. Data followed 4.5k families across 15 years, with 13k features (varied over time). Haven't looked at it directly yet, but will be turning the docs and data inside out... In the meantime, authors claim this as showing the limits of ML. Oh, and it's published in PNAS, so you know there's some big publication energy there.
https://www.pnas.org/content/117/15/8398
today I choose violence
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Mentor
Why are you micromanaging him if he’s super competent and can operate autonomously ?
Not sure it's clear what the issue is.
Mentor
I think OP is the issue…
Don't be toxic.
He sounds like me. My manager loves it and leaves me alone but we catch up once a week. I don’t see the problem if work is being done
It sounds like you’re trying to solve a problem that doesn’t exist.
This is peak senior manager energy
As long as work is being done, leave him alone
"how to micromanage without coming across as micromanaging" if he's coasting but still getting everything you want him to done, what is the problem? Don't be rhe manager who makes a good person quit because you were upset they weren't stress and unhappy all the time.
Maybe you should ask if he is happy with his workload and current tasks before trying to your perceived issue. If the work is being completed, and he doesn't want more - why put more on him? Cue Taylor Swift references.
This manager is worrying about being redundant.
Leave them alone. They are producing!
I am also a senior level IC and top performer. If my senior manager did this, I’d be gone. My senior managers give me a lot of latitude and responsibility because they know I can perform.
Let him be. He is probably a beast at what he does and is only that way with free creativity. Sometimes you need a combination of your regular style and a new style learned to lead a team to victory.
Do you use agile? You could use jira and track with cards
If he delivers what you need, on time and with the desires quality, I would suggest to just let them.
If your employee is giving you the deliverables, then why are you concerned if he’s coasting?
You’re paying him for his work right if he’s turning in the work then that’s the employment contract isn’t it?
1. Assign him new work and he’ll let you know what’s on his plate.
2. Set up a call with him to discuss reprioritization and realignment of his duties due to changes in business strategy/client requirements.
Are you the one assigning him all of his current work, or where is it coming from? Is he getting it all done well and on time?
Are you just trying to figure out if he has bandwidth to take on something more?
One way of getting visibility without interfering in his day to day is to just ask him to write down a few bullets every X days on:
- recent accomplishments / progress
- priorities for the next x days
- anything he’ll need your review or input on
Depending on the cadence of your work and urgency of deadlines, X could be ~1-10 days.
Then when you meet occasionally you can focus less on “what are you working on” and more on “how are you doing”, “what are you learning”, “what do you think we could improve?” Or if something from the update didn’t make sense to you, you can drill in on that.
Micromanaging 101. Fantastic suggestion
Assuming he is on your P&L now, review his compensation, ask yourself how much you could pay for with that if you use it for conaulting projects or to hire other resources. Determine deliverable expectations for that capacity.
Have IC come up with projects equal to that capacity, and set a completion schedule. If IC completes according to plan, this is all you need to know, continue managing as needed.
If IC is not delivering, then ask what in the way including other project. Redeploy resources as needed.
So you're getting good quality competent work from an employee and you're concerned you could be getting more from them.