{ "media_type": "text", "post_content": "Many are wondering what’s wrong with ClearView. The problem is straightforward, if the way ClearView is organizing a project such that when one analyst or senior analyst (22 to 24 year old) fails at something, stakes are high enough that an project’s fate depends on it, then ClearView is putting way too much responsibility on its Junior staff, not promoting and severely underpaying them. Maybe it’s time ClearView brought in a consulting firm to ease its org problems", "post_id": "6107dea8fbd0ba001cdba6fd", "reply_count": 34, "vote_count": 6, "bowl_id": "5ae46a9f9f9aa00018cc41d5", "bowl_name": "Life Sciences Consulting" }

Many are wondering what’s wrong with ClearView. The problem is straightforward, if the way ClearView is organizing a project such that when one analyst or senior analyst (22 to 24 year old) fails at something, stakes are high enough that an project’s fate depends on it, then ClearView is putting way too much responsibility on its Junior staff, not promoting and severely underpaying them. Maybe it’s time ClearView brought in a consulting firm to ease its org problems

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It might be that they are promoting too quickly? I see 25 year old managers there. Perhaps more time in role will help to alleviate the situation you are describing

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I get the point about the 6 month cycle and an element of luck. That may lead to a quick promotion at one cycle, but if a promotion is in part because of having projects playing to strengths, at some point it catches up to you. Those who are promoted consistently are able to demonstrate the necessary skills even in projects that don’t play to strengths. Going to a 12 month review cycle would be even worse. Then you have people who are close one cycle and then have to wait a whole year to get another chance. As for the upward feedback, it’s all there already in the PL upward feedback and leadership definitively looks at that. Do you fill it out honestly and constructively today? If you fill it out and address the checklist noted above, leadership definitely takes that into consideration.

funny

I disagree that there’s ever a project whose fate depends solely on an Analyst or a Senior Analyst. There’s a reason there’s a project lead staffed for each project. As a PL, it is my responsibility to ensure that the team is appropriately equipped to successfully execute the project. If that means scheduled daily check-ins with additional ad hoc meetings, that’s what it takes. It’s a team effort. The team succeeds or the team fails. I have also worked with many Analysts and Senior Analysts who are very good at their job and are able to meet or exceed those expectations. There are not many managers who are 25 years old, but those that do reach that level so quickly are good at what they do.

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CV7 - YES! 100%. This is a great way to think about it.

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I don’t see how this is not a problem in every project / in majority of the consulting firms . If someone literally fails - the project is in trouble.

likefunny

Amen to all these points. Just saying something sucks With no context and no comparison is cool. Mc Donalds prob has less burn outs purely when comparing hours, but don’t think this bowl needs additional points to explain why CV is better.. everything without the context is misleading. 100% agree with the posts

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