BIS Research Analyst Reviews

Likes

Few things. 1. They do try and make the environment better with some townhalls, offsites, fun Fridays. But it's not sufficient. 2. Most of the people. 3. I like how the company was earlier. Very nice and motivated people, very energetic atmosphere, less toxicity. You felt like working. There was a sense of purpose...it was like that scene from Titanic where they increase the speed of the ship. 21 knots sir! (Now it's just, employees escaping in lifeboats.) 4. Some projects are good. You learn a lot from them....Read More

Dislikes

Please note that not all people are the same. My respects to those who are working hard at this firm. Here are the dislikes (There can never be a full list. So whatever I mention here, know that there's more) 1. The company is losing its talent pool. Experienced people don't want to work here because of the policies. 2. They hire more freshers and recent graduates. There's no proper hierarchy. An analyst or a Sr. analyst can have up to 7 clueless people lining up to ask what to do next and how to do it (Not their fault). Hiring is not planned. So, by the time the analyst can finally start their work for the day, it's post 5:30PM. They have to stretch. 3. The training sessions don't help a lot. For example, let's take cold calling. They'll train you for the easiest situations where the respondent would start talking and sharing knowledge after a few interrogative questions, but it's all fantasy. In reality, you mostly don't even get past the receptionist. This is a REAL issue. And employees are being forced to do cold calls if scheduled calls don't happen. 4. Silly expectations. a. The company expects a cold call to be a minimum of 15 minutes. Even the CEO of BIS Research doesn't give that amount of time to listen to employee grievances. He will ask you to email him. b. The company thinks ANY project can be done in 32 working days (They have derived this magic number from somewhere). The company earlier used to encourage people to come up and say, "I need 40 days for this project, because it is not possible to do it in 32". But the AVP who did the encouraging has left. Even if the new one is open to such ideas, they're not vocal about it. 5. They are forgetting their ethics. Initially, a primary respondent was given an executive summary of the report for free by the analyst who interviewed them (as a good gesture). This ensured that the document was shared with the respondent at the earliest. Now, they have restricted the analysts from doing that. The respondents don't get the executive summary. The company wants to extract maximum insights in exchange for bare minimum/nothing (I can individually name dozens of such people who did not get their copies of the summaries) 6. Even after repeated attempts by employees to try and get primary calls done (it's hard to get people to respond if they don't get anything in return), there is NO word of encouragement from the manager (Not true for all managers. But definitely true for my ex-manager from the healthcare department) 7. My ex-manager: a. Does not know how to treat employees with dignity. If a new person seems to be slower than a junior who has been in the company for a longer period, my ex-manager would say something like, "Even an intern is faster than you". No words of encouragement for the new person. No solutions provided. My ex-manager cannot comprehend the power of kindness. b. Is very insecure c. Can easily be outpaced by a senior analyst (which is 2 levels lower) at work and decision making d. Is not innovative at all. Can only copy ideas from other/existing templates e. Can't do 1 proper primary call without guidance (That's not a big deal. Everybody has their weaknesses. But, my ex-manager does not have the humility to treat another person with respect when they say that they could only manage 4 primary calls, and the rest of the experts would not respond). f. Is a through and through LIAR, and thinks nobody knows. g. Has made people cry h. Cannot provide solutions. You say, "I have dialed 250 numbers. No one is responding". My ex-manager's solution to that is, "Do more". Is this a call center? 8. Some managers are rigid. If you take 5 days to do a chapter which usually takes 3 days, they will question you and sound foolish at the same time. How can every topic have equal complexity? How can you say that 'Impact of COVID-19', no matter for what topic, should take only 5 hours? Everything is so rigid. Even if they do understand that. Even if they know there's a scope for extended timelines, they will not tell the analyst about it because "what if they slow down as a result of it?". Yeah, ok, so let's keep them under mental stress. 9. No action is being taken by the company to fix the things that are happening at the team level. It's not that they are completely unaware of it. They have clearly asked their current employees to post fake positive reviews on this website such as, "Dislikes - Nothing as of now". Really? You're the one being disliked. 10. Company thinks it is easy to do 10 primaries. Not a single person in the management team can maintain an average of 10 throughout the year. Yet there are policies in place which straightaway deduct a percentage of your incentives if you are not able to maintain an average of 10. 11. The company has some grave misconceptions. a. An employee on bond won't leave. Wrong! b. People/Experts will respond in exchange for Amazon vouchers. Wrong! c. Everybody will do 10 primaries if we give money to that one person who miraculously managed to do it. Wrong! (Don't look at the one person who accidentally did it...look at the 80 others who could not do it, and then find a pattern) 12. Unrealistic targets. The company had more senior people in 2020 than 2022. Targets still keep on increasing. 13. Roles are not defined. Principal Analyst didn't make reports when they were a Lead. However, when promoted from Lead to Principal, the principal is making the new leads write reports, handle everything report-related. How lazy/incompetent can you be? 14. They keep increasing the length of the table of contents. But they haven't increased the number of days allocated for a report. My suggestions to the management. 1. Change! 2. Please have a clear definition of who's who. The company does NOT differentiate between an experienced and an inexperienced person. If a project is done in 32 working days, and two people are working on it, they'll be given 16 working days. Sounds mathematically fair. But is it? What if the second person is an intern, while the first is an analyst? Can 9 women give birth to a baby in 1 month? Some tasks take time no matter how many people are working on it, because of the very nature of the task 3. Let's just establish that you do know that something's wrong and many people are leaving...and that you're trying to create a fun atmosphere. But the methods are wrong. The occasional offsite trip and monthly fun Fridays are not going to cut it (Although very good). Please start with the absolute basic and LISTEN to employees. Managers will always give you positive reports because their incentives depend on it. 4. Before you train employees on how to work, train your managers on basic code of conduct. The number 1 rule of being a manager is to make team members feel supported, heard, motivated, and encouraged. Sadly, that's not happening. If you know about this, what time and date are you waiting for to take action? If you didn't know about this, well, now you know. Please do something about it. Train your managers on how to conduct themselves. Interview them! a. Ask them, what 5 changes would you bring in your team? b. How would you respond if one of your subordinates was not feeling confident about a project? c. Can you do 10 primaries (15 minutes minimum each) in 32 working days, in every report? d. Can you say 5 positive things about each member in your team? If you can, have you EVER said it to the employees themselves to make them feel valued? e. Ask them if they can do everything five times better than a junior employee f. Ask them how many encouraging emails they have written to their team members. Even a simple teams message would do. Example - "Hey, I saw that you included this new analysis in your report. I really liked it. Good job". Something that sounds as if it's genuine, and not templatized. Is it really that hard? Why don't they do it? What are they managing? 5. All of what I have written is true and I have experienced this. This is alarming and you shouldn't be sleeping at night if you really care about the company. 6. To appreciate isn't just giving rewards to people. Why are there no encouraging emails? Why are the managers not supportive? Please ask managers to connect with their team members on an emotional level as well....Read More

Work Details

Work policy: Once a quarter

Work days: Monday to Friday (Flexible Timings)

Work related travel: This is a desk job.

Likes

They don't produce reports at quick turn around time. Analysts are given time to write reports.l

Dislikes

They expect lot from resources at lesser pay.