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Wearing a LE watch numbered 787 on a Boeing 787
Merry Christmas everyone!
Friday ko office rahega kya? pune?
I m having 4.5 yrs exp in Data Engineering in TCS Lwd -2 nov. Stack Hive , Hadoop , Bigdata, and learned Pyspark n Python for switch Now I m hving below offers in hand
1.Mindtree - 12.5 including var
2.Cogni -13.9 - incl var
3. Capge- asked for 14 as fixd..bt offer not yet released..its been more than a mnth
4.Wipro - asked for 15 as fixed ..but offer not yet released..
5.Tcs - 14.5 giving for retention inclu var
Tata Consultancy Wipro Cognizant Mindtree Capgemini
Please help me to decide.
Hi Tech team, I've come across this amazing opportunity at JPMorgan Chase JPM : London, which is a great match to my skills and expertise. I'm very keen on interviewing for this role & would like to connect, seek referral and any advice before submitting my application. Any JPM folks here please feel free to dm me. My expertise lies in banking, FS, APIs, digital transformation, innovation products. Thanks i look forward to your reply.
Which pharma companies sponsor green card?
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Mentor
In my experience, it is all about personal engagement. Programs and education are great but at the end of the day what I have seen work for me and others are individual partners getting engaged, proactively coaching and sponsoring people.
What I think needs to change from a broader perspective is the focus on educating women and minorities about being women and minorities. I’ve been to so many event where it is just women or minorities discussing these issues; that’s not helpful, we know what the issues are, we need to have other people engaged and know them. There’s some value there primarily from networking and “there are people like me” standpoint and the firms do need to commit and message that, but that’s not addressing the problem. We need to start focusing on educating our partners and everyone else about unconscious bias and how to address them and we need to do it in an inclusive way by involving everyone and not just targeting specific criteria and excluding other groups. We also need to find common ground beyond just gender and color of skin. I’ve always really liked affinity group idea - bringing people together based on interests they share.
Historically, I’ve mainly just tried to treat people “fairly” in the sense of giving feedback in similar ways and being similarly open to deeper conversations where mentorship and sponsorship can develop. But I recognize that hasn’t had equal impact, as the people I can point to as sponsees, or even people I have deeper professional discussions with beyond project tactics, are mostly male. (There are a few female consultants and managers I find myself advocating strongly for, but calling them sponsees feels like a stretch as they are somewhat more distant relationships). I think this illustrates the challenges of “unconscious bias”, and probably what I need to do is over-index on the effort I put into deepening my professional relationships with female colleagues. I don’t know where to even start on ethnic diversity, since the ethnic groups that are most underrepresented (eg black and Hispanic) are so underrepresented I hardly get any chances to work with people from those groups. I feel like I do alright in working closely with east and south Asians but I also feel like that’s not addressing the hard part of the problem.
Appreciate the honesty
Focusing on unconscious bias is definitely a great way to teach people; I don’t think firms do enough in this direction. Being a non-White Partner myself, I do think that I&D should primarily be focused on the entry levels, as the Partnership is supposed to be a meritocracy. That said, I’ve noticed that after I made Partner, many non-White people (from our very large firm) have made it a point to introduce themselves to me (and have further discussions about work) whenever they get the chance. This has led me to think that maybe there is something to the theory that seeing people like yourself in leadership positions encourages people to strive for growth themselves.
Not to be a dick, but did you question the theory that seeing people who look like you in leadership positions was encouraging? What was your thinking before this revelation? I assume you’re an underrepresented minority. What was your thinking before?
What a great thread. Makes me feel like Fishbowl can actually make a difference.
The script has to change. If there is true commitment to I&D, the only way this manifests itself is to have White Male Partners actively identify and sponsor people from underrepresented groups. Working on treating everyone more equally wont get it done. The unconscious (and conscious) bias is a higher wall than people recognize. It is too soft. The best way to kill the bias is to champion a person who is subject to it. White males need to be active advocates of the groups we want to advance. It’s the only way we can truly recognize what they’re up against. The more white males gain exposure to the real issues from their perspective and internalize it to mobilize appropriately for their benefit, the faster we will meet all of our I&D goals. Just trying to be more fair to everyone feels like it’s letting us off the hook from the hard work somehow.
With all the things I see of partners behaving badly and creating toxic cultures that cause women and minorities to exit the firm, I want to know what you are doing to improve things and if you see them work. Open to recommendations as we are trying to make some headway with I&D in our firm and wanting to help make an impact. Thanks in advance!
The most important action I can think of is hiring more women and minorities. It’s a lot easier to foster a culture of inclusiveness when minorities are 40-50% of the employees. And from what I’ve seen the main reason why we have single or low-double digit representation is unconscious bias at recruiting stage - people tend to hire candidates they like, and tend to like people that remind them of their selves. That’s the definition of unconscious bias. Fix that, and everything else is easier
I try to mentor people that work for me regardless of their race/gender. It just so happens that the people I have the strongest mentoring relationship with are women. This is just by happenstance - for example one lady was an independent contractor who was providing my case with extra analytical support, seeing her work I realized she is excellent and made sure we hired her full time and the mentoring relationship continued from there.
We have Diversity and Inclusion representatives who want to be seen as part of that group. Most leaders who call themselves supporters of diversity when asked to take a stance or have an opinion - seem to hide behind "I support diversity in thought and I'm fair to all and I'm a supporter of women because my wife is a working woman or because I have a daughter". As OW1 said that does not have an equal impact. If we are ready to support diversity - then let's educate ourselves on bias, on issues that are common to minority groups, have an opinion on resolution, actively engage in behaviors that show our support. Talking is not the same as acting.
Lots of good ideas in this thread. I am a firm believer that diversity includes more than race and gender. Without diminishing the other suggestions I always urge folks to be open to less traditional career tracks someone may have taken. Gaps in employment, non-traditional backgrounds, etc. It is easy to look for a traditional track of good schools, right companies, standard progression etc. That can lead to unintentionally building a less diverse workforce. Similarly, not being open to different work styles, schedules, etc can force folks out of the workforce
I think we should start another couple of firms (isn’t Slalom one already) that start from the get go with a business model that makes choices that make it easier for women to sustain careers over the long haul. Too many features of the traditional model disadvantage women, and rather than trying to retool all of them, it may be better to just start new ones. Don’t give up retooling but accept that there are things in our models that just don’t fit well and move on. Is Slalom succeeding in getting amazing talent because their model is suited to some great folks who didn’t like the traditional model? If so, awesome.
I've sponsored the gender equality in technology D&I group within our office. It's lead to chances to work more closely with some female members of the team and has added new perspective to how we train, manage, and generally tear our people. Training for all on unconscious bias was eye opening. I haven't figured out how to get better representation in the recruits I'm seeing though. I suspect it's a reflection of the industry overall. I've also advocated for a female leader to get a more flexible work schedule so that being a mom didn't force her to choose between work and family. Sure, there are policies to promote that stuff, but it's up to us to see that they are made real.
We are doing great. We are asking people for the salary they made before and base future salary on that. We are also hiring only from selected schools and shy away from any alternative backgrounds and in general anyone in the millennial generation is screwed over when it comes to salary and opportunities for growth because we don’t listen. I’m pretty sure that’s what ideal looks like.
LoL sounds tongue in cheek