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Im not searching for a new job but an acquaintance reached out about a similar role at a similar energy company.Turns out 2 ppl threw my name in the hat. I looked into it and the position was posted 2 weeks ago.Their director wants to meet.I bet pay is one of the first things to be discussed so that no one’s time is wasted.Am I crazy for not wanting to entertain it for less than 20-25% base pay increase?Is it selfish to ask for more? I’m sure most salary conversations end in negotiation anyways?
Hi All,
Capgemini :-
26.50 lpa , 24.50 fixed , 2L variable pay.
Location Hyderabad.
ROLE : senior consultant.
Dept : r&d
Joining : 25- Feb-22
PEOPLE TECH :
19 LPA , 18.50 Fixed ,50k variable pay + 1L joining bonus,
Role : senior software developer
Joining :1-Mar-22.
Location : on-site , process will be start once join here , they will send me around Aug-22
Please suggest me, which one i need to be choose for career wise and WLB wise.
Thanks to everyone.
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The best ones are the ones who try to understand the work being done — even at a high level — and not just treating everyone like numbers on a spreadsheet, concerning themselves only with budget.
The good ones actually set up meeting invites in advance, show up to them, and start the webex on time. They take detailed notes, especially at client reviews. They are flexible. They take care of their people just as much as they take care of the client.
Not to toot my own horn, but I've been told by several people (from account to creative, including CDs and ECDs) throughout the years that I'm the best PM they've ever worked with. Honestly, I don't think I do anything special, I just actually do my job and use common sense.
My rules of thumb:
- Be very organized. Save everything to the server (or wherever you're supposed to save things), make sure people know where they can find these things (be consistent about where and how you save things and their naming conventions) and always have info/files ready whenever someone inevitably asks you for them. This will quickly make you the person everyone can count on.
- Make sure your team has what they need to do their work and check in regularly. If you get a brief that is shit, kick it back, don't pass it on to creatives. Garbage in, garbage out.
- Be reasonable and go to bat when it's warranted. It's called a creative department, not a fire department. Just because the client WANTS it tomorrow does not mean they can get it tomorrow. This also goes the other way and sometimes you need to talk an overly-dramatic creative of the ledge.
- Learn how to work with each person on your team. Everyone likes to be communicated with differently. Some prefer emails, some drop by their desk, some only talk in emojis. Some need to be coddled. Some need to be forewarned about every little thing before it happens so they don't freak out. Figure out how each person is best worked with and do that.
- Communicate. Keep people informed, even if it's to tell them XYZ may happen, I will let you know when I know for sure. Don't drop bombs at the last minute. Especially if it's about not meeting a deadline. Also, facilitate communication between other departments. Make sure everyone who needs to know something does. Also, try to keep it as succinct as possible.
- Be detail-oriented. Check shit before it goes out, even if it's QA and account's job, another set of eyes helps.
- Don't be a roadblock. Keep things moving when they come to you. If something is sent to you to review, know when it's coming and check it in a timely manner. Don't wait 5 hours to give feedback. The teams are crunched for time as it is, don't make it worse.
- Be proactive. If you see a potential issue coming, try to fix it before it happens. Use past learnings from other projects to warn the team of watchouts before they could come up.
- Put meeting agendas in your invites. State who is required, who is optional, and who is FYI. State what the objective is of the meeting and what the next steps or key dates are coming out of that meeting. Attach relevant documents to the meeting invite and/or include relevant google doc links.
- Take detailed meeting notes and send them in a timely manner (ideally, within an hour after the meeting) to all meeting invitees along with any docs as they were reviewed in the meeting. Make sure feedback is detailed and clear so that the team knows what they need to do and by when.
- Schedule meetings with courtesy. Don't schedule over lunch (and if you absolutely have to, bring in lunch for the team). Don't double-book people. If you see they have another meeting and that's the only time that works, go ask them if they're able to skip/move it and work with the corresponding PM on rescheduling that meeting for them if needed.
Just make people's lives easier and makes projects run smoother. 🤷🏼♀️
Not to be sarcastic, but I don't understand how a GAD can not know what the difference is between an AS and a PM.
What ACD and SAD said plus they NEVER, EVER, NEVER SCHEDULE MEETINGS DURING LUNCH.
The best ones are fully aware of what's on your plate and goes to bat for you when higher ups want to give you more work on top of the shot load you're already handling. And they'll bend over backwards trying to get you support and extra time.
@PM1 - 100% agree with you. Knowing how to communicate with different personalities is key.
It's also important to end a meeting making sure everyone know who is owning the next step. I've seen so many times when a decision is made in a mtg of how to proceed and no one will claim ownership, they just stare at each other and magically expect it to happen, and wonder why is didn't - "oh I thought so and so was doing it".
A key part of my job is holding clients and internal team accountable.
It takes a certain person to be a PM, a lot may seem like common sense but it's clear there are plenty of not so good PMs out there. I'm fortunate that I work at an agency where PMs have been proven and valued.
What ACD 1 said, and let me stress that taking detailed notes during internal and client meetings is absolutely crucial and too often forgotten.
@PM1 - let’s get in touch, you sound dreamy
There are good PMs??
Kidding. But I’ve had my fair share of clueless ones.
PM1 just gave away all his/her secrets! Ditto from my side, well said.
@SAD2, if everything is on fire, nothing is on fire. 🙃
I've had plenty of shitty PMs, but the two I have now are my saviors.
Amen about compassionate meeting time scheduling.
I'm not sure I know the difference between a PM and an Account Sup. I judge them exactly the same way.
I just want a PM who takes good notes, and listens when I say all my projects are marked HOT.
@ACD1 haha ❤️
We have a couple of great ones in Boston.
I'm really bad at taking 📝; I compensate with quick bullets and clear next steps
I've had great ones in chicago