Kyndryl Associate Architect salaries in India

Likes

Wlb, promotions, salary all are dependent on the project and client you handling

Dislikes

No udemy learning Layoffs happening silently Benches are increasing rapidly and no roles available. Have to leave firm after 90 days in bench.

Likes

...ood projects. Good work life balance, you will get to work on good technology. Managers are friendly, pay would be equal to what market is offering. Company is expanding its operations across India. Overall a great company to work.

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Nothing to dislike, it’s a good company.

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Nothing. No salay raise. No career growth. No HR to escalate

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...be allowed to grow. It is your manager's discretion for anything and everything. No salary raise for 3 years. As it is a new company and not IBM take the risk of joining.

Likes

...ill largely depend on the client location and your internal management. Pros: 1. Kyndryl offers a competitive salary. 2. There are plenty of learning opportunities. If you are proactive and ambitious, managers may assign you multi-skilled roles. However, this often comes at the cost of work-life balance and lower appraisals, in exchange for gaining diverse experience. This approach is beneficial if you plan to do it for only a year or two. However, in the long run, it can negatively impact your health and overall well-being—regardless of whether you work regular hours or shifts.

Dislikes

Concerns with Kyndryl India: 1. Manager-Driven Culture: Kyndryl India operates as a manager-driven company. While HR policies may look good on paper, they hold little real authority despite the company's size. Approaching HR for issues can sometimes lead to retaliation from managers, such as no promotion, increased workload pressure to push you toward resignation, fabricated low-performance reviews, verbal threats of termination, or even official email warnings. 2. High Availability Expectations: If you're in operations, management may expect you to be available at all times—even outside working hours. This stems from poor resource planning by sales and business teams, who aim to maximize profit margins by deploying minimal resources to projects. 3. Exploitation of Third-Party Vendor Employees: Senior Kyndryl managers often treat third-party vendor employees poorly. Since HR policies don’t apply to them, freshers are frequently exploited and work under extreme fear of being fired for minor mistakes. 4. Unclear Scope of Work & Client Pressure: The scope of work constantly shifts to accommodate client demands, increasing pressure on ground-level employees. Kyndryl India’s management is highly submissive to clients to maintain business and secure more projects. In some cases, managers develop personal relationships with client-side teams, ensuring their job security even if they underperform. This weak stance allows clients to take advantage of the situation. 5. Office Politics & Growth Struggles: Office politics plays a major role in career growth. Senior employees with good relationships move up easily, while junior employees struggle for promotions and appraisals. 6. Judgment Based on Availability, Not Quality: Employees are evaluated more on their availability than on the quality of their work. Since operations run with minimal staffing, managers prioritize those who are always accessible. As a result, Kyndryl’s global work-hour policies and leave policies become ineffective in India. 7. Challenges in Taking Leaves: Backup resources are scarce, making it difficult to take leave. Employees often end up working even when on sick leave. Taking planned leave for more than a week is a challenge. 8. Weekend Work & Limited Control Over Comp-Offs: You may be called in to work on your scheduled week off due to emergency activities or resource shortages. While compensatory offs are provided, they are often not on a day of your choice.

Likes

...upport on agile and specially different actions to be tried anywhere everywhere. Competitive pay structure and clarity of organizations strategy and outcome at all level of employees.

Dislikes

We are not Flat enough yet. Moreover, managers especially at higher levels (executives) don't pay much time to listen to their reportees, even if its heard at times nothing much other than diplomatic answers come out. Finding the right role for each of the B-10 employees in Kyndryl is probably a key contributor to the organization's success and growth, but a clear conversation with them rarely happen.