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It sounds as though you have a pretty solid "no" on your employer investing in your future. Consider looking for a more challenging job in a larger, profitable company that supplements experiential learning with internal/external courses. Ask about company policy on this in your second or third interview — once you know they're interested in you. It ...


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It sounds to me as if you've already got a decent grounding for this - presumably the potential employer has seen your CV so they know about your experience (or lack thereof). Most of the things you listed as not knowing are very much the sort of thing that you'll learn either in formal training or "on-the-job" as it were - your path is pretty standard ...


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It's understandable you are nervous, you may be suffering a bit from "Imposter Syndrome". The key thing here is to ensure your CV / Application accurately describes your experience so for, don't embellish anything at the interview and remember it's ok to answer "I don't know". If you do all that then it's on the Company as to whether or not you are a good ...


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I think you already have the answer - the company has cash flow issues so dropping a few thousand euros on training that is essentially a "perk" is probably going to fall into the "luxury" rather than "essential" category. I already offered to pay a part of the course, but I don't want to pay it all myself because I think it will be of great value for my ...


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Collaborate with the hiring manager (or closest role) to develop the requirements for the role, and asses the candidates against those requirements. If you've interviewed/hired before, you're likely a proficient interviewer. What you might lack is an awareness of the specific capabilities that a more senior role requires. Be professional and patient in ...


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I've seen obsession with checklists where I work as well. I suspect it starts when some manager reads an article in HBR or some in-flight magazine and sees how it works great for airline pilots, astronauts, and surgeons and is then eager to implement it at work with the expectation that checklists can make their own operations as predictable and tame as ...


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For stuff like this I've normally seen some type of escalation path. Tier 3 would be a help desk or junior DevOps functions. They would They would handle most issue resolution or recurring tasks. Checklists would be something like "If this happens then blah, blah. If this does not resolve the problem then escalate to Tier 2". Tier 2 would handle more ...


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I won't go on at length about how this is misguided because that's not your fault, but just for the record this is why development teams shouldn't shift off app support to "lower skilled" teams, because if it's a "routine" problem they should fix it in the software to eliminate the toil and if it's an "advanced" problem you need an engineer to figure it out. ...


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Make checklists of the most common faults/fixes. Things that require more product knowledge: "..contact the software manufacturer/forum for more info".


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"they are refusing to accept the handover unless/until it can all be documented" Is it feasible to document "everything"? I put everything in quotation marks you are trying to deal with a silly request. One option is to give a sensible response (i.e. just do good documentation) and apply a silly label it to fit the silly wording of the original request. ...


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how to communicate that not everything can be part of a “checklist”? Some ideas listed below, but ultimately, you may need to push back, and be more assertive. They may not really know what they are asking for, but figure as long as they keep asking, you'll just keep on giving. You may have to stop playing the game. You may also need to do a reality check ...


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You're asking "How to communicate that...", but the problem here is not one of communication. The other side understands what you want to say anyway, they just don't want it. Saying it again or in a different manner won't change anything. There are two errors in this process: Work that can only be handled by more skilled people is pushed to less-skilled ...


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