Accenture Seattle / Avanade HQ

Aug 7th, 2019

Jun 8th, 2019

Following up on what was, at first, a promising interview process to join an Avanade startup (an Agile-oriented company), (+++) Size & aura of Accenture, Microsoft, Avanade (+++) Strong ties with Scrum.org (+++) Masters of theory, with a risk of being labeled "Agile stakhanovists" (- - -) Usually during recruitments, employers jump on the opportunity to be the provider (welcoming candidates, offering a drink, ...). They demonstrate empathy and care for employees (- - -) In this case, no such invitation by Avanade'HR department. Moreover, in spite of that, and of the fact that some people's resume can show years of setback in terms of career and retirement plans (for example due to covid, years spent abroad, ..), Avanade's HR department tends to single-handedly shut the conversations pretending they can't fulfill prospects' needs (- - -) No "thank you" from the Avanade startup for noticing and making the fix to a powerpoint presentation where their logo was missing (- - -) No "thank you" from the Avanade startup for noticing they have not defined any company ethics and values (in spite of having dozens of consultants already). 2 weeks of McK* services would probably lead to identifying the same gap, and cost tens of thousands of $$$ (- - -) No respect of the fundamentals of Agile : the impediment. Indeed, that lack of value was in the way of preparing a business case and acting as one of the Avanade employees in front of a C-Level panel (- - -) Business case presented talked about a "Digital Factory" in a Private Bank. However, Factory sets software engineers back to a status of basic manufacture workers. That's to say Taylorism. Not so Agile when you think about it (- - -) No willingness to challenge the customers in regards to that aspect or the fact that the environment offered is a bureaucracy, which is little compatible with Agile (- - -) After being involved with profiles of type Head of EMEA HR or Head of Country HR during the past 3 onboarding/offboarding experiences, Avanade only offers to be accompanied by standard HR/Senior HR specialists, who express they've reached their limits during the conversations (- - -) Reaching out to Avanade's UK-Based GHRO does absolutely nothing, in spite of pointing out the recruitment processes are usually used to find out what value added profiles can bring, and asking whether Avanade has HR specialists dedicated to that. If, after all the points stated above, Avanade acts as if Agile profiles could get out of their way (and spend yet another effort to communicate such information in order to better help them and reply that in fact, such challenges have retained all of their interest).. with malevolent intentions, then it would probably be a good idea if Avanade would take a good look at what Agile is, what Coaches usually use as a posture, and what the Avanade mindset is in comparison. 2.75 stars if GHRO addresses the above "value added" concerns 3.25 stars if CEO of startup acknowledges going from Agile theory mastery (and training) to actually using Agile (to lead transformations by example) was feasible, and that, had his employees criticized a business case presentation, then it would have been pretty much void due to the fact that his Avanade company has put forward a total lack of ethics and values
Dec 12th, 2021

Dec 17th, 2018