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Coach
Hi fishes,
Need your opinion.
Working for Wipro as azure data engineer in Spark, Hive, Azure ADF, ADB etc.
Current CTC: 17.5 LPA
Total YOE: 11 years
Relevant exp in big data: 6 yrs
Relevant exp in Azure: 2+ yrs
Got offer from Atos of 26.4 LPA. Is this a good offer? or Shall I search other job at 30+ LPA?
Getting calls from some product companies like JPMorgan Chase Chubb. How much can I expect from these product companies?
Wipro Infosys Tata Consultancy IBM Capgemini Cognizant Accenture India
Anyone willing to refer to Abbvie?
Please dm me.
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Rising Star
Is it easy for engineers to become TPMs?
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I know in tech we have this culture of being bold, asking questions, disrupt, constant change... but when implemented in a not well thought, individualistic & shallow manner, the result is just useless noise
Rising Star
If they are new and you know they are trying to make an impression, then be a bit more patient to get them ramped up.
If they are not performing well, escalate it to their manager. You are over complicating this
Rising Star
Ok, then escalate to their manager. Have very clear documentation and possible impacts to the project
What are you even asking here ?
If at 6 months tenure, they still don’t know the context of situations or why decisions were made to go go down certain paths, that’s the result of poor on-boarding by the company and not entirely their fault.
I have one just like that. She came in and every meeting is a million questions and she can’t ever keep her mouth shut. She has an opinion on everything. I understand trying to learn that’s one thing but if you aren’t bringing value zero to the conversation then just zip it.
It’s not my place to tell her. She has her own manager to do that. I really think it’s more about needing to be seen and heard in every meeting.
I worked with someone like that, felt like they were constantly trying to reinvent the wheel. There can be a ton of different ways and unique perspectives out there, but can relate to not any of them turning out for the best and just dragging everyone else down instead of being ‘good’.
The role one plays in helping to ramp up a newly boarded teammate is very important. It is a lesson in developing our replacements. It is the same lesson one exercises in developing children to become functional members of a cultural, societal, or work group. If a training syllabus does not exist, make them take notes. Give them all the tools they need to succeed.
well, we cannot train them in common sense I guess?
Have you tried talking to them about your experiene with them and what they could do better?
Chief
Add constraints to steer their ideas in the right direction. show would we do this if we can't get the budget approved? How can we handle this if the operations team has a 5 months of work ahead of this?
You can also ask them if it is an idea or something they have direct experience. For direct experience, get them to elaborate on the wins and challenges. Real experience might be useful.
Are they above your level or below or lateral? I work with someone who is constantly identifying huge problems everywhere. And only they can solve them and only they can be the one to own them. And they run from issue to issue “solving” each one like 60% of the way through.
Ultimately you’ll need to escalate to a manager who understands that while appreciated, the work isn’t adding value. Slow down, focus.
Is yours an area where there’s quite a lot of dunning-kruger syndrome when people have learned from textbooks but they’re coming from a place of having learned a craft organically?
What is the mentoring process? Does this person have a mentor? Training classes have been setup. Follow up on what the person needs to work on? Do you remember what it was like to be a new hire?
This person joined >6m ago, have a peer buddy, mentor, a coaching manager... Their questions or proposals are not technical. Things like transferring a project to them mid term because they speak the customer's native language without considering the impact this would have on the customer, the extra effort required to transition, and the impact on their colleague who's working on it for months (with great feedback). Critizising our platforms and systems without proposing any solution "this sucks I can't believe this is happening in this company" and stuff like that...
The answer is "control". Who is trying to assert control - newbie or the expert by reaction? Many tech cultures settle for the skill to take control.
I think, it is better to fix the culture where human-human connection is valued. Then the newbie will automatically feel relaxed and not feel anxious to get into proving themselves mode and experts do not have to get into the reactionary protecting the terrain mode.
The Author (OP) is a Manager so the relationship should be clear… but Orgs have all kinds of different dynamics so this is hardly cut & dried.
First, everyone who is referencing the possible ills of the culture may as well not say anything. Nothing one can do in the immediate sense will impact “the culture”.
Most situations I’ve faced like this- and I’m actually in this exact situation now except with a peer who has joined my team from a lateral position- these are not just newbies trying to make noise to get up to speed. It is pure power/dominance and filled with self-interest.m as well as pure arrogance to think one knows best as the entrant to a working system. Even if one is brought in to make changes, unless it is “nuke & pave” one needs to listen to 6 words for every 1 spoken.
I’m not the most humble guy, and I am a highly opinionated tech snob; but even I know you don’t come into the Ops or Engineering space and try to upend it before you really know what’s going on.
I have collaborated on tons of software projects- can any of you with significant experience actually say you write even 1 line of meaningful code before a complete and thorough study of the overall system, and/or a thorough understanding of the context a given function occurs in?
Same with some person joining a team and doing what Author says. It’s even worse than what I said was arrogant - it’s foolish and dysfunctional.
However, much like some folks here seem very soft on the issue- maybe they’ve never really seen it- it’s dangerous and this needs to be taken seriously as a detriment to the team.
It’s unfortunate (sometimes) that the squeaky wheel gets the grease, but (also sometimes) it’s necessary to give that extra attention - but with clear expectations and if necessary a neutral explanation of what can happen if anyone fails to follow procedure or “get along”. Never threaten- set expectations and step up consequences from verbal advice to warning to actual consequence.
If this is a gray area for your team or Org, inform your next level Manager of the concern, but don’t forget to read in any “Lead” on your team or those who can help you gain clear and objective assessment of this person’s actions from the ground level view.
They are just trying to make an impression, leave them to it and as time goes on they'll be found out or understand others know more than they do and shut up.