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Coach
After Appraisal, company haven't shared updated offer letter (with new salary), it's been 2+ months now.
If I start searching for new job, will that HR ask about recent offer letter? Or only salary slips are enough?
P. S. Current company didn't share updated offer letter to any employee (in fear that employees will switch 😅) Accenture Tata Consultancy Capgemini Deloitte ZS Associates Fractal Tiger Analytics Deloitte USI
Is EY GDS providing any joining bonus ?
M1 FAAS salary at EY in office like Atlanta?
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Rising Star
My gorgeous haworthia is glowing this morning 😌
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100% support our staff every time. You are all we have.... we must take care of you. If we do that, you will take care of our clients and the people that work under you. It’s a simple equation in my view.
I think so, yes. But our focus on you is constantly under assault. By clients, by sales opportunities, by firm/company duties, by an inbox that constantly fills up every single day, by crises with specific clients or staff. So it’s hard for us to “show you” how important you are. But I have to believe we all know it. That’s why it’s so important to do the team dinners or lunches, or other team events when we can so we can engage free from all those distractions. We also have families that need us too. Just patience is all we ask.
Okay, unpopular opinion time, but I’m going to be real for a minute since I’m not a fan of bullshit.
Clients first. Always. They pay all of our bills, not just yours and mine, but all of ours. Without them we don’t have a business.
To answer your question, I don’t go to bat for junior staff often unless I have a good relationship with them and I see potential, which if I’m honest, is rare (not because you don’t have potential, but because we’re not usually close enough to have that kind of relationship).
You’re replaceable until you’re not. Once you’re not, I’ll go to bat for you any day regardless of level, regardless of if you’re my direct staff or not. BE IRREPLACEABLE.
Differing managing styles? We line that shit up fast. But that’s another post by itself. Happy to elaborate if you can provide some details of what you’re seeing.
I’ll give you a real-life instance. Consider it a case. Just before the holidays, my client threatened me and said things to me that made him sound like some kind of gangster. If you were informed of the situation by a direct report (say, a senior manager), how would you handle the situation?
We would gather facts, raise to internal leadership on the account team, and then go to our senior relationships at the client to work through the problem. There is NO place for bullying or abuse of our team internal by our own people or our clients. I don’t really think you will see people agree otherwise.
Is this all one related question?
Definitely 2 different questions, but basically capturing the same thing? Is it all sales and other leaders or have you stepped on or supported the junior staff? I think that’s the part I struggle with the most since practically, it’s as long as the client is happy... but as a human and for longevity, how much support do you provide to junior staff directly v. Just factoring in turnover or larger initiatives