Tesco Bengaluru: We are a multi-disciplinary team creating a sustainable competitive advantage for Tesco by standardising processes, delivering cost savings, enabling agility, providing cutting-edge technological solutions and empowering our colleagues to do ever more for our customers. With cross-functional expertise in Global Business Services and Retail Technology & Engineering, a wide network of teams and strong governance we reduce complexity thereby offering high quality services for our customers. Tesco Bengaluru, established in 2004 to enable standardisation and build centralised capabilities and competencies, makes the experience better for our millions of customers worldwide and simpler for over 4,40,000 colleagues.
Tesco Technology consists of people from a number of different backgrounds, but having a common purpose to serve our shoppers a little better every day with our retail technological solutions. We shared a common interest in harnessing innovations in technology to enhance their shopping experience at Tesco stores. Whether making products, software or systems, our teams focuses on various aspects from taking strategic ownership of the architecture to delivering technological solutions such as design, testing, deployment, infrastructure, operation and security of the systems to ensure agile, smooth and safe operations. These help us to deliver the maximum business impact. Teams refine their internal processes to best fit their own needs, working to build core capabilities in application and services. We collaborate globally across teams to build end-to-end customer-facing solutions, as well as to share knowledge, experience, tools and techniques.
At Tesco, inclusion means that Everyones Welcome. Everyone is treated fairly and with respect; by valuing individuality and uniqueness we create a sense of belonging.
Diversity and inclusion have always been at the heart of Tesco. It is embedded in our values: we treat people how they want to be treated. We always want our colleagues to feel they can be themselves at work and we are committed to helping them be at their best.
Across the Tesco group we are building an inclusive workplace, a place to actively celebrate the cultures, personalities and preferences of our colleagues who in turn help to build the success of our business and reflect the diversity of the communities we serve.
On behalf of Tesco Bengaluru, we must caution all job seekers and educational institutions that Tesco Bengaluru does not authorise any third parties to release employment offers or conduct recruitment drives via a third party. Hence, beware of inauthentic and fraudulent job offers or recruitment drives from any individuals or websites purporting to represent Tesco. Further, Tesco Bengaluru does not charge any fee or other emoluments for any reason (including without limitation, visa fees) or seek compensation from educational institutions to participate in recruitment events.
Accordingly, please check the authenticity of any such offers before acting on them and where acted upon, you do so at your own risk. Tesco Bengaluru shall neither be responsible for honouring or making good the promises made by fraudulent third parties, nor for any monetary or any other loss incurred by the aggrieved individual or educational institution.
In the event that you come across any fraudulent activities in the name of Tesco Bengaluru, please feel free report the incident at firstname.lastname@example.org
1. SDE Technology coaching and development
Software Development Managers (SDMs) establish and sustain the environment for development to exist and succeed. Their primary focus is to hire retain and develop our Software Development Engineers (SDEs) through creating and aligning individual’s short- and long-term objectives and development plan alongside the goals of the wider team and business. They evolve the right tailored approaches to manage and develop their SDEs including regular 1-2-1 meetings identifying mentors or mentees and providing impromptu coaching inputs. SDMs help split the scope of work across one or more SDEs depending on their strengths and areas of improvement. They actively work to set the SDEs up for success providing course corrections as necessary. SDMs also help SDEs get the right mentorship to ensure they grow more expertise and to address any weaknesses hindering their effectiveness.
2. Team structure and technology processes
SDMs build effective performing teams that consistently deliver quality software whilst balancing the demands of timeframes and needs. They put in place the ingredients for teams to succeed including the right level of process practices and data gathering to help the team constantly improve. SDMs default to granting teams autonomy but recognise when stronger guidance and help from them is needed. When the team is performing an SDM offers a light-touch to assist in unblocking progress. When a team is struggling the SDM identifies and actions a plan to help.
They build an effective customer engagement process to ensure their teams have awareness of the importance of good customer experience and show responsiveness to customer experience during development as well as in operational issues.
They drive continuous improvement of engineering practises and efficiency of development within their team and foster innovation. They empower their engineers to own technical decisions whilst providing guidance and enforcing best practices. They are hands-on when required but are always aware of their primary focus when doing so.
3. Delivery and stakeholder management
SDMs deliver the right outcomes and collaborate with the appropriate stakeholders and customers whether directly responsible for the functional delivery of a team or working across multiple teams. They build healthy empathetic relationships to arrive at consensus and overcome any conflicts.
Within their operating domain they demonstrate ownership over the relevant areas of work and can also reach out to and execute effectively with peers and other stakeholders when needed to ensure the success of broader more complex outcomes.
SDMs are accountable for the slices they own in a program and proactively identify risks propose mitigations and get them reviewed with their manager stakeholders and customers. They also know when to ask for help or escalate. SDMs are great at spoken and written communication.
4. Technical strategy
SDM is responsible for the development and oversight of the technical roadmap and strategy in order to support growth objectives while strengthening the business core to develop and maintain a competitive advantage.
The SDM plays a key role in formulation of the technical roadmap and strategy collaborates with both internal and external stakeholders and leads cross-functional teams in the development of the roadmap.
There are three outcome expected from SDM as part of Technical Strategy.
o Understand technology landscape and its implication to retail Industry - [White paper or Blog]
o Evaluate prototype and present implementation use cases. [Demos]
o Induce Tesco approved technology change to their respective domains. [Produce compliance reports]
SDM participates in various meet-ups seminars and events to understand technology advancements in the industry and collaborates with the team to develop prototypes. SDM interacts continuously with end users and product managers to keep them current with new possibilities of technology applications and value it brings for our customers. SDM drives architecture design implementation adoption and re-usability of such new technology by sharing their work with peer SDMs and create culture of innovation and technical excellence within the team and at Tesco at broader level.
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