I am a manager in the cybersecurity division where I work. I have been a manager for the past five years and am well respected in the division.
Our team is responsible for security engineering and second-line security incident response. Typical tasks can include reviewing (and acting upon if needed) SIEM alerts, deploying security tools, IAM administration, etc. Many tasks can only be done via live interaction with internal customers (i.e., other employees).
Several junior engineers in my team demonstrate good initiative and passion for the work but who sometimes over estimates their own technical competency. As a result, when they are troubleshooting with other employees outside of our division, they are often not able to fully own the ticket from beginning to end, with the end result of the ticket passing through several senior peers' hands before resolution. This is problematic in several ways:
Each hand-off creates an opportunity for previous information to be distorted such that subsequent senior team members may be acting on incorrect information / technical state. (Think of telephone game.)
Increases distrust among our internal customers. Customers most often prefer one person to own their ticket rather than be passed off in a chain with no one person responsible for ticket resolution.
Increases customer service times. When a junior colleague gets stuck in a ticket when live with a customer, a senior peer may not be available then and there. As a result, lengthy waiting times can develop, degrading customer service. Cutting off a customer just seems bad practice and unfair to the customer.
As a result of lack of senior peer supervision, junior engineers may make a critical error that results in a companywide security impact for which I may not be fully able to recover from. All security engineering team members have elevated administrator rights to include domain administrator / AD forest administrator.
True, documentation of processes can help to a certain extent, but not fully as unexpected behavior and / or newly discovered vulnerabilities / errors can arise. Researching, triaging, and analyzing these is not something I expect junior engineers to be able to do independently.
I am thinking of creating a rule that tickets in which live customer interaction is necessary, should only be worked when the junior engineer feels he / she can own the ticket from beginning to end and during a time when senior help is available. However, I fear junior engineers may feel coddled and resentful as if I am distrustful of them being able to work independently.
As a manager, I can certainly take a very prescriptive approach by assigning tickets to individuals, but I prefer not to spoon-feed folks or manage with an iron fist. I want a certain degree of engineer autonomy without them feeling micromanaged.
How can I implement such a rule and minimize the demoralizing effect on junior team members?