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Was scheduled for an interview today for a Director pos. early morning I get a Reschedule request to next Wednesday but I cannot make it due to personal commitment .
Called recuit mgr.to let him know and he tells me the director is very busy as she’s the IT. Dir for the whole org.politely asked him to send her availability other than next Haven’t received anything since then . Wondering if such co. Is worth pursuing that doesn’t value others time and that too a replacement pos for the same busy role 🥹
Dear Amdocs Hiring Team, Thanks for the worst experience. You guys took almost 2 months for hiring process, asked for all the documents, even shared the CTC breakup over email and at last after multiple follow ups over calls and emails, you replied by stating that "Unfortunately , we are not moving ahead with your candidature at moment." When I asked the reason, you are clueless till now what to say? You guys even don't have enough courage to respond my calls. #Amdocs #Hiring
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The Chapter Lead role was introduced to guide people in their skill sets and support their growth within squads. But in reality, in many teams, it feels very different. Instead of mentoring and enabling their own squads, resources are constantly being shuffled across squads to meet convenience demands. People barely get time to focus on their own squad responsibilities before being moved to something else.
This creates a culture where people are expected to stretch endlessly, extending work hours, switching contexts constantly, and sometimes being pushed to work over weekends. Over time, it starts feeling less like a structured product organization and more like a service-based manpower model where resources are simply moved wherever needed.
Weekend work pressure is especially concerning. Even when policies discourage it, there is often an unspoken expectation that people should be available. It slowly destroys work culture because employees are treated as if they must always be online, without considering their personal time or work-life balance.
At the same time, layoffs sometimes appear random, while many contributors are already stretched thin. Instead of continuously adding layers of managerial roles or structures that don't function as intended, maybe it's time to reassess whether these systems are actually helping teams perform better.
One improvement could be implementing transparent working-hours tracking. If someone is consistently working beyond normal shift hours—say, more than 10 hours a day—it should trigger a discussion. What work is causing the overload? Why can it not be completed within standard hours? Why is weekend work required?
Some organizations like HSBC use similar visibility systems, which create accountability on both sides. Employees are expected to work responsibly during their shift hours, but managers also cannot continuously push teams beyond reasonable limits without justification.
Such transparency would reduce misuse of authority and create a healthier environment for both employees and the company.