{ "media_type": "text", "post_content": "Ps, SMs, and Ms ... have someone on my team who comes in at 8 and leaves at 5 every day. Complains if there work past 5 and worse is not even close to keeping up. How do you address w/o being a-hole?", "post_id": "5afcad48d9f5c7001811c51f", "reply_count": 21, "vote_count": 2, "bowl_id": "552d1d24dc1c586b09d2d051", "bowl_name": "Consulting", "feed_type": "crowd" }
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Ps, SMs, and Ms ... have someone on my team who comes in at 8 and leaves at 5 every day. Complains if there work past 5 and worse is not even close to keeping up. How do you address w/o being a-hole?

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Does it realllly take more than 9 hours a day, or are we just doing this to ourselves? (For the most part - I understand fire drills and short deadlines)

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Document precisely what you mean by “not keeping up” and other issues. Document what your expectations are. Explain to person how there is a mismatch and let them figure out how to close the gap

likehelpful

Give this person a specific, defined deliverable and a due date. Make it such that is is doable and due 2-3 days out. Then setup daily milestones with intermediary sections. Meet Daly to check in status.

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I would add that we as consultants work as a team and even if they finish their task by 5pm, they should reach out to other team members and see if they can help before leaving. Who knows, on the next project they may be the overloaded one! I’ve needed to coach several counselees on this.

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As others have pointed out, I would make it about expectations and their performance against them vs hours, and then tell them that they’re not meeting yours. Deadlines are good - say I need this by 7 PM (if you really do- don’t create artificial deadlines, that will just discredit you).

I would then mention that it’s a very competitive industry and if they want a promotion, they really need to go above and beyond.

If they have people reporting to them on the project or if client stays later, I would also talk to them about the importance of being a team player, leading by example and maintaining visibility with the client.

If it’s the first time you’re having this conversation, give them benefit of the doubt. Maybe they have something going on personally or are new and don’t understand 9-5 isn’t typical for us. I generally start the conversation but then let them talk as they may already know this and then your job becomes that much easier.

Good on you for asking for advice and not being an asshole!

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I do not miss consulting

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Yeah — promoted once since jumping. Planning to exit to StratOps or go-to-market since BizOps is so small, but if someone criticized my workload by counting hours, I’d jump sooner

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Does the person do their job? Do it well? Go above and beyond sometimes in those 9 hours?

Is this person new? Agree with SM1 you need to explain what specific expectations are not being met. But I would also have a direct conversation about hours/ workload expectations for consulting. Clarify you don’t care about facetime, but explain that the typical consultant usually needs to put in more than 40 hours/ week to complete their work, and this may be the reason why he/she is falling behind.

If everyone on the team is putting in 60 hours and you are putting in 40, unless you are more efficient (and it sounds like this guy is not), you aren’t pulling your weight.

G1, what are your hours/ what level did you leave at?

40/week, even during quarter close. Left at C two years ago

What group are you in?

BizOps

Nice! Do you feel like you have decent promotion opportunities?

I’m not counting hours. I’m looking at productivity. And when that’s lacking, I look at hours ... among other things. Note this person wants to be promoted and “take my job."

Want to help this person, but don’t want to be jerk about it either. But it is frustrating

Crux found ^

Crux found???

You should clarify that it’s their job to succeed at the defined deliverable you give them. Don’t give too much at first so they can’t whine like little union reps. But, do make sure they understand it’s their responsibility and that if they are efficient they can do the job easily between normal hours. Remind them a few times that you’re not interested in how to get it done, only in the quality of the result and that they get it done. Then cut them loose and see what they do. If they don’t do well - you have the first strike. Make it clear that it’s a strike and repeat with detailed feedback about their lack of efficiency. And then once you get to three strikes you can take them out.

Additional Posts

How do you balance your career goals?

I’m kind of torn. I’m at 110 base, small bump up (thanks rona) from 105 last year. Got about a 14.5k bonus.

Other firms have approached me and offered me promotion and more money, but I’m kind of struggling. I know I could make more money, but I honestly have a great gig right now. I really don’t work that much, no weekends, very rare late nights, good remarks (hopefully up for promo this year).

No kids. What’s the play? Go for the money or maintain WLB?

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What is a new or controversial topic or practice in the Employee Experience space that interests you?

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Sometimes I am in awe of the sh*t they come up with. Like, how are you still in business?!🤯

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likefunny

EY please acquire kpmg to achieve your 50 billion goal. KPMG is no longer big, it is a sinking ship....its revenue for 2020 declined despite of the big three still have positive increases.

likehelpful

I have an interview with Korn Ferry for an associate principal role and am curious about others’ experiences have been with work-life balance here. Also, I have an idea of what I should be compensated in this type of role, but any insights on how they pay compared to others would be helpful. Are you traveling during the pandemic or have client interactions been virtual? Lastly, if you are a consultant here, are you on billable hours? My current consulting role is not - so this would be new.

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