GovTech

Originally Posted by Unregistered

Except not everyone gets promoted or rewarded accordingly lol. And it’s not team centric, some projects require help from other members but you feel like you want to lead ur own

do you see the ars/temps working on such projects ever getting credit? NEVER

Originally Posted by Unregistered

Except not everyone gets promoted or rewarded accordingly lol. And it’s not team centric, some projects require help from other members but you feel like you want to lead ur own

Can you give example to understand the situation?

If such help can be recognised officially without the individual painfully seeking feedback after help is given, then I don’t see why it is an issue.

The person want to lead probably because the person has greater sense of ownership of the project or problem and wants to drive the direction for better of everyone.

Originally Posted by Unregistered

isn't it a good way to encourage people to step forward to become a leader?

it takes a lot more courage, responsibility, hard and soft skills to lead a team. the person not only needs to know the code or the product well but also need to do all the planning, reporting, stakeholder management, work with externals.

if the person does the job well, we should reward accordingly because the impact goes beyond an individual.

leadership role should always be separate from IC role

if you think leading is the only way to have 'impact' on the team then you've never seen excellent IC before. these people with excellent technical skills can run your app and tell you where your bug is located without even opening your code to check.

their impact is coaching their teammates how to debug and solve bugs. instead of teammates running around spending days or weeks trying to solve an issue, ICs can often teach them how to solve these within hours.

Originally Posted by Unregistered

do you see the ars/temps working on such projects ever getting credit? NEVER

I'm an ex-GT and now I'm an AR. Honestly I think my life as an AR is so much better.

As a GT you're always pushed to lead projects, do presentations, be seen and be visible. Always got LJ meeting with upper management, directors, stakeholders, team, etc. Everyone is counting on you to do well and deliver so you make them look good. You gotta talk cock and people please so much and you have very little time left to actually spend on your own product.

Now as an AR it's no longer my job to manage all this nonsense. Whatever you need me to develop, just tell me and I'll do a good job for you. You can go claim all the credit for yourself IDGAF. Your job is to be an impressive figurehead so you get promoted for more money. My job is to build things that work so that you're happy enough to renew my contract and pay me more next year.

Have fun with all your appraisal nonsense. Meanwhile I'm getting 15% salary bump every time my contract is renewed. Literally all I have to do is do my job.

Originally Posted by Unregistered

leadership role should always be separate from IC role

if you think leading is the only way to have 'impact' on the team then you've never seen excellent IC before. these people with excellent technical skills can run your app and tell you where your bug is located without even opening your code to check.

their impact is coaching their teammates how to debug and solve bugs. instead of teammates running around spending days or weeks trying to solve an issue, ICs can often teach them how to solve these within hours.

That depends on personality.
Like you say, these 2 are different roles.
That’s why in CF. Job by both role are recognised .

Originally Posted by Unregistered

That depends on personality.
Like you say, these 2 are different roles.
That’s why in CF. Job by both role are recognised .

Even IC needs to lead in CF, just that no need to manage.

If the only way you are defining size of product or project is based on the number of ppl, and no other metrics. The only way to promote regardless if you are IC or manager is to expand your team. Lean team is detrimental to you in CF

Originally Posted by Unregistered

Even IC needs to lead in CF, just that no need to manage.

If the only way you are defining size of product or project is based on the number of ppl, and no other metrics. The only way to promote regardless if you are IC or manager is to expand your team. Lean team is detrimental to you in CF

that reminds me of OGP product dashboard.

Originally Posted by Unregistered

that reminds me of OGP product dashboard.

Hongyi should be the CE of GT.

Originally Posted by Unregistered

Hongyi should be the CE of GT.

agreed! Hongyi for CE!

Originally Posted by Unregistered

that reminds me of OGP product dashboard.

pity all those temp analysts need do churn out such **** for the full timers