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Anyone at Deloitte know how to view utilization?
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Wanted to share smth I found recently. I felt like it was pretty darn accurate. I’ll provide the link here but there’s a screenshot I took that I feel I can relate to quite heavily. https://pairedlife.com/love/infatuations
I’ve struggled with so many heavy infatuations before and a friend recommended this. Hope it helps anyone else out there who’s gone through this or may be going through this right now.
Any wayfair plays? It’s back up to the $190 mark
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Anyone at Deloitte know how to view utilization?
I just want to say this, “Hakuna Matata”
Carol Baskin, amarite!?
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So much more to ratings than utilization though. How were your PRD hours, your reputation within your group, PEs?
I have seen a lot of practitioners go from 3 to 1 in their 2nd year, so am sure even you can do it. Best of luck
They hired me into a specific career model and then told me that I could not do PRD after I was hired, despite my LCSPs specifically wanting me to do PRD for him. I still did PRD, but did not get formal credit for it. This was my first year and they took away PEs to move to the scatter plot so I never received a PE. I'd say that my reputation is pretty good since senior managers try to recruit me for their projects on a monthly basis. They removed consensus from this model so I never even had the opportunity for my story to be told.
Also, they said that our only metric was utilization because we are "fully client billable."
Tough but hang in there and keep doing the good work. They will get you a 1 next year. Things work out in the long run.
I really appreciate that and that is really great to hear. Honestly, I really love working there and was very taken back when my counselor explained the situation to me. Clearly I am leaving out a lot of juicy details, but it would just be really good to feel like my hard work will eventually pay off somehow.
Also, this was upvoted. What does that mean? I'm paranoid about Talent surfing this app because I saw something about that in another post.
I don't get why you can't tell your full story. You have a coach that is supposed to perform due diligence on your performance and represent you in the YE calls, assuming that you told him everything there is to know. You can request snapshots for firm contributions as well.
^This may sound like over-kill but I don't know your firm's culture. I know that for us, I consider documenting our outcomes is just as important as achieving them in terms of your success in the firm.
Thanks so much!
Hmm hard to say then since you're on a specific career model. Do you know what everyone else's utilization was?
Good question. I don't, but they made it very clear for the last year that my only metric was utilization and I had to hit 90%. Most people in my role balance two projects and I balanced four. The thing is, they kept making these changes to the model, but not communicating them to us until after the fact so you never knew what was coming next or what you were supposed to be doing when.
Did you ask for feedback before the end of the year? Request it regularly and take obvious action against it. That way, at least you won't be surprised at year end and will have a well-documented history of making efforts to improve.
👋🏼
Love,
Talent
My sincere advice, for the rating process, you have to do what gets you a good rating. 1. Great client work and metrics, metrics u seem to be good, but constantly speak to Ur manager and see if they think you are doing a great job. 2. Firm activities aka PRD, they can tell you what they want, at year end they will compare you against folks who do firm activities so do a few and make sure they are impactful and you get credit for it. 3. Sell your work, a lot of ple work hard and in the end get frustrated when few suckers get a better rating who have been kissing ass entire year. Not asking you to that, but it doesn't hurt to network and tell ple what you are working on and check if they need help in the same area
I meant telling my full story in this post. Yes, my counselor had my full story, but since they took consensus away from my career track, he did not have an outlet for it, and my rating was my scatter plot+ utilization. So, since I am not supposed to do firm contributions, I'd actually be putting myself in a bad position for requesting snapshots for them. It's ok. Onward and upward and thank you for your advice.
Ok, so the part about asking your manager if you are doing a good job- 1. How do you do this when you feel like they do not have time for you? 2. How do you do this when you feel like the feedback won't be coming from a constructive place? Both of these apply to both of the managers with whom I eventually had issues. When I say "not from a constructive place," I worked for a manager who was known for taking irrelevant jabs at people when it was really not called for. You can call it her style. It got the the point where she was doing this so often that I felt like if I asked her for feedback, she'd say something really insulting and baseless. When you say that they are required to have check-ins with us, we had them weekly, but my other team mate was always there so it wasn't like we could really discuss my performance.
1. You setup time on their calendar.
2. Document everything and cover your a$$. I've heard you big 4 guys are a good ole' boys club and this may not work there, but I would escalate up the food chain, through HR, career counselor, or whatever if I thought my manager wasn't doing their job by providing constructive criticism.
Managing people effectively means helping them learn and grow; this is something that's a core part of out objective setting and annual review process.
Ok, thank you. So how would you report not getting constructive feedback without sounding whiny in this situation? Aka it is not like I'd want to repeat all of her baseless insults. Also, like, say I set-up a half hour on her calendar, but we meet for 7 (and I wanted to meet for the full 30), would you recommend I document this? This was pretty much the norm. I worked for her for three months before I ever had my first one-on-one meeting with her and she was the only manager on the project. It was my first three months at the firm so I didn't really have any basis for what was normal or what I should be doing.
I'd start with having a frank, honest conversation. How I'd spin it: she's provided some feedback but you're not sure how to take action against it; you'd like to get more specific feedback so you can take calculated effort to meet it. If done in an earnest manner, this should force her to take it seriously, put in some thought and come up with something actionable. Setup a follow-up to check against your progress (be sure to document specific actions you've taken).
If I had to, I'd treat her like a client and take and distribute meeting minutes following the meeting. This will also either force you to be accountable for any meeting outcomes, or expose yourself for failing to do so.