Description
This week, you will reflect on your experience in conducting an interview. In your post this week, please explain what was most successful and least successful about the interview process. How would you grade yourself at (1) asking follow-up or probing questions, (2) understanding the emotional state of the respondent, and (3) feeling comfortable conducting the interview? Please post your initial post by Wednesday and in addition to your original post, please reply to two of your peers’ posts.
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Verbatim Interview Transcript with Field Notes
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Date of Interview: Feb 18, 2024
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Place of Interview: Classroom
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Time Started: 12:12 pm
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Time Ended: 12:38 pm
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Total Duration: 26min 15sec
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Interview Approach: Shravan Kumar Poshala
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Interview Between Shravan and Akash Chandrakar
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Shravan (Introduction): Hello, my name is Shravan. (Clears the throat) I’m a student at the
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University of Cumberland. I’m currently doing a PhD program.
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Akash Chandrakar: Nods his head while listening carefully.
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Shravan Continues: So, thanks for your time. Today will be an interview for the class
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assignment. I’ll learn about collecting the data for quality research for the interview through
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the interview.
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Akash Chandrakar: Continues Nodding
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Shravan Continues: The interview will approximately take 30 minutes. So, I will record this
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interview using my mobile if you are okay with this.
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Akash accepts by nodding.
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Shravan Continues: So, I can view the interview and the transcript and the data purpose.
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I will use this data for the course assignment purpose only. So, I will give promise after this
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assignment. So, I will delete this video from my database.
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So, for your comfort, feel free. So, please let me know if you have any question that you may
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not comfortable or not happy. Or you prefer to not answer the questions.
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So, we will move for the other questions or try to stop the meeting. Okay. Thank you so
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much once again for coming to our studio.
Verbatim Interview Transcript with Field Notes
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Akash Chandrakar: Thank you, Shravan. I’m happy to be part of this research.
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Shravan: Can you try to explain your name or background?
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Akash Chandrakar: So, my name is Akash Chandrakar. I’m originally from India. I’ve been
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in the States for almost 8 years now. I did my masters over here and currently doing a PhD in
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Information Technology in the field of analytics for these 8 years.
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I work as a data scientist currently at a company called Walmart. I reside in Bentonville,
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which is in Northwest Arkansas, which is the hub of Walmart. So, that’s where I live.
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Shravan: Okay, cool. So, you live in the Arkansas?
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Akash Chandrakar: Yeah, I do live in Arkansas, cities Bentonville.
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Shravan: Okay, cool.
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Shravan Continues: How’s the weather over there? Is it chilly?
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Akash Chandrakar: It is chilly.
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Akash Chandrakar Continues: It gets chilly, especially during these times. It gets bad. I’m
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not a huge fan of snow. I’ve not lived in those places before. I’ve lived in Texas and Florida
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since no snow over there. So, yeah, I’m not very happy to see the snow. Actually, it’s
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beautiful, but I’m not happy to live in it. Oh, good.
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Shravan: Okay, that’s good. So, can you try to explain a little bit about your job and what it
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is?
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Akash Chandrakar: Yeah. So, I work as a staff data scientist at Walmart. So, basically, in
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the field of data science, what we try to do is that we try and analyze the data. That could be
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anything. The data could be regarding sales.
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Akash Chandrakar Continues: The data could be regarding audits. The data could be
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regarding compliance. The data could be regarding customers. So, basically, try and
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understand the data. Try to find the patterns within the data and help the company to use that
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information to basically make business decisions that what would be a better product for the
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company, and how the company could be compliant. Particularly in this job, I work for a
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team called Global Governance, which is a higher organization.
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He continues to explain: And my team is particularly called IROC, which is Investigative
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Risk and Operation Compliance Center, which is a lot in the legal space. What we do is that
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we support different areas of ethics and compliance within the organization and make sure
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that Walmart is being compliant with all of these different areas. And the areas could be
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anything, which could include alcohol compliance and tobacco compliance.
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For example, you go to a Walmart store and purchase alcohol, right? You should be at a legal
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age to do that. So, that is being compliant with it. Similarly, anti-money laundering, guns, and
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consumer protection.
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Akash’s explanation continues: So, there are a lot of different areas of ethics and
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compliance. My team supports that using data analytics. And as a data scientist, I try to
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analyze the data for these different compliance issues and tries to make recommendations or
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suggestions or identify risks that could help the business to be in compliance with federal
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regulations because that would allow us to survive in this market and also avoid different
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lawsuits or getting us in trouble.
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Akash gives an example: For example, if we sell an alcohol to a miner, that’s not a good
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thing. And if a federal regulator found out, then Walmart would be in trouble. We could be
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charged or they could even close the store, which is a billion-dollar loss for us. So, my team
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helps avoid those mistakes or if some mistakes happen, try to correct those mistakes and then
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help the business to be in compliance with the whole federal regulations. In the states or any
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country that we operate in.
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Shravan: Okay, good. That’s great. So, you mentioned most of the part of working on the
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compliance side. So, you’re giving one good example for the miner, 21 years of support.
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If they sell alcohol there, everything is shut down for billions of dollars. So, is there anyone
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other example from you for compliance?
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Akash Chandrakar: Yeah, so there was, I can give you an example that there was a seller
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who was selling a product on Walmart’s website and he was claiming that the product was
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made out of bamboo. But actually, it was a fake product but was not made out of bamboo and
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was made out of other material called shime or shime, I don’t remember the name exactly,
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which was an issue because the customer actually complained and there was a lawsuit filed
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against Walmart which was around 2.5 million dollars.
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Shravan: Oh, really?
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Akash Chandrakar: So, my team now comes in and tries to find these issues so that we
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avoid these situations.
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Shravan: Okay, good. So, tell me about your experience in interpersonal conflict and
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workload issues.
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Akash Chandrakar: Sure, so I can give you an example. Conflicts happen a lot, but I want
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to take the example that happened actually a few years back when I was not at work. I was at
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a company called Foot Locker. I was working in Florida at that point of time. I was working
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as a data scientist.
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Akash Chandrakar continues: I’ve been with the company for, with Foot Locker at this
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time for a year already and after a year, there were some management changes that happened.
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And when the management changes happened, we got a new manager for our data science
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team. And the conflict with the manager, he was very pushy with the projects and the
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working style, his working style, and my working style did not match.
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And we faced several challenges in communicating at that point of time because we were not
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on the same page about what should be delivered, and how should be worked on. And that
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created a lot of issues, and some communication gaps between me and my manager which led
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to further issues about the deliverables and the projects. So, the whole conflict was his
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working style and my working style was not in sync.
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Shravan: Okay, good. So, you mentioned the new manager. So, what about the previous
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manager, when you worked with the previous manager, did you face any conflicts with the
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previous manager?
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Akash Chandrakar: I think when I joined Foot Locker, the previous manager, I synced up
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with him very nicely. I did not face this working style conflict with him. He was very open to
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my suggestions, and things that I was doing. And he also gave me enough opportunities or
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time to do my research and do the work and set up my priorities based on the work I am
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doing.
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Akash Continues: But with the new manager, it was a different case. He was a little strict on
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what he wanted rather than how the priorities change or how I work. So, the previous
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manager, I did not face this particular conflict.
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Shravan: So, can you tell me about the specific issue that you may get disagreement in the
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company?
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Akash Chandrakar: Yeah. So, at that point of time, I was working on a couple of different
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projects. And there were a few small things, some clearable ad hoc requests that come in and
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there were some priority requests that the sales team needs at that point of time because it’s
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holiday season.
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Akash Continues: So, you need to respond very quick so that they can meet the changes at
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that point of time which is going to impact the sales during that holiday season. Because as
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you know, for a retail company, there are a few seasons where they need most of their
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business. One is holiday season, which is Christmas and Thanksgiving.
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The other one is back-to-school season. And then the third one is the tax year when they file
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taxes because a lot of money gets thrown around. So, a retail company, especially Foot
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Locker, the way they used to operate, those were the three big stages where most of the
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revenue would come out for themselves.
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So, any request that comes out at that time is a very high-priority request. You have to
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respond very quickly so that you can make those changes and work. Because in the part of
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the data science team, along with the data science and machine learning work that we do,
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there is also a part of analytics where we do data pulls and data analytics and provide
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insights.
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(Shravan nods)
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Akash Continues: So, as I was saying, there were a couple of projects already on my plate
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and some new requests that came in. The requests that came in, because I was with the
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company for a year already, I had personal relations with other teams, marketing teams and
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sales teams. So, they could come to me directly and ask for it. And the culture was that if it’s
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a small work, I would do that for them. But if I’m doing their work, it would actually create a
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little delay in the bigger project that I was working on. And my manager was very strict on
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what I’m working on.
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His whole working style was that he needed an update every single day that how much time
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I’m going to spend working on what things. But if something comes ad hoc or something
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comes abruptly or impromptu, then if I spend more time, then I’ll have to inform him first or
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take a decision, which would take time. Sometimes I make my decision, which he’s not in
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agreement with it.
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(Shravan listens carefully)
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Akash Continues: Why did you work on it first? So, those were the issues that were
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happening. And he wanted an update of what I will be working on for every single hour. But
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he was not flexible on the part where the priorities would change on the day based on the
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request that’s coming in.
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So, that created an issue for myself working with him. Because I tried to fit into his working
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style where I focus on his priorities, try to give him updates. But in that scenario, I was losing
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some relationships with my sales and marketing team.
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Because they were not getting their updates, which wasn’t what they were asking for.
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Because if they would have gone through the regular route, it would have taken more time.
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So, and then again, if I wanted to complete those requests as well, I started working off-
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hours. I started working on the weekends, which affected my work-life balance. So, the
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conflict affected it in a very different way.
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Shravan: So, you mentioned sometimes you work on weekends also.
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If there’s an emergency, you work on weekends too. So, in that situation, you miss your time
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you’re spending with friends. So, you miss it or how can you manage with friends and family
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members?
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Akash Chandrakar: I would say at that time, it was difficult to have a social life with a
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professional life. I started feeling that I am working all the time. Not just for emergencies, but
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even during regular time, regular weekend, I’m just working. And when I’m off work, I’m so
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exhausted that I don’t want to go outside. So, it started affecting my social life. I used to
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spend most of my day at home, either working or resting, nothing else.
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Shravan: Okay, cool. Can you explain how the conflict affected your productivity and your
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overall mood?
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Akash Chandrakar: So, one of the things I mentioned that it started affecting my social life
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and my personal life, which I didn’t like. So, I tried to start working towards my social life, to
Verbatim Interview Transcript with Field Notes
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improve my social life and my personal life. But then it started affecting my deliverables
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because since I’m not working those extra hours, I’m not able to fill in the extra work that I’m
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getting.
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So, it started affecting my professional life where I had these conversations with my manager
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that the deliverables are getting degraded. And you are not delivering on time. So, that’s how
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it started affecting my professional life.
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Shravan: Okay. So, then what strategy did you take to resolve this conflict?
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Akash Chandrakar: I actually went to my friends because they had more experience than
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me. I was starting the business. It was only two years into the, you know, I did more
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experience than me. So, I went to my friends to ask for advice that this is what I’m facing. I’m
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feeling, I expressed my feelings that this is, I’m feeling that mentally exhausted,
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professionally exhausted. And, but it wasn’t the case earlier. I went to them. So, they gave me
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some suggestions on how I can tackle these situations. And I tried to implement those
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suggestions. And then it actually helped me when I did that.
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Shravan: So, earlier you mentioned that your manager conducted like an interview, like an
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advice in a day, like a stand-up, whatever. If you needed, they connected one-on-one. So, in
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that situation, are you trying to explain what you’re facing with your manager?
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Akash Chandrakar: So, as I said, initially, when all of this started, I tried to fit in his shoes.
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So, I tried to give him what he wanted, which obviously did not work for me. Because I faced
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challenges with my professional life, my personal life, my social life. But when I spoke with
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my friends and when they gave me suggestions. One of the suggestions that they gave me
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was to bring this problem to my manager.
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He continues: And try to be on the same page. Set up the expectations from him and also set
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up your expectations for him. That what you would be expecting out of this role.
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After that suggestion, on these one-on-one meetings, I did speak with my manager. And I
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spoke with him that what is my working style and how I can be the most productive to him. I
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gave him examples about the past year that I have been with the company and how I work.
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And I gave him examples about the relationship I have with different marketing and sales
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teams and supply chain teams. Which could actually we can benefit from. And rather than
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him asking me around updates.
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Akash Continues: He can ask the updates every day. But I would rather give him updates.
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And I made sure that during this whole conversation that we are having. I make him
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understand that the field of data science is about research. Sometimes it could take more time.
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Sometimes it could be faster. So we have to have that buffer time when we are committing to
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anything. So that we are not always on our toes. We have a buffer for ourselves. At the same
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time, if there are multiple things, we decided collaboratively. That if there are multiple things
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that I am working on. Then we should set priorities on what needs to be done first.
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Akash continues explaining the process (as Shravan nods while listening attentively):
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And regarding the ad hoc works that comes in. We actually streamline the process. As soon
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as the ad hoc work comes in. It should come to the manager first. And then to the person. So
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that it doesn’t get deleted. And the manager is not in the light of it. So that helped me to
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streamline the whole working structure. And also at the same time make priorities.
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And work on the priorities. So we used to have two two-week sprints. Based on the priorities
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I used to create my sprint calls. And actually that helped. And I also set up the boundaries
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with my manager. I told him that I do not prefer working on the weekends.
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Under its emergency cases. I do not prefer working after hours. Because I want to keep my
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personal and social life different.
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It was a hard road ahead. But we tried to make it work as much as possible. It still tried to
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micromanage a little bit. Because that was his style of working. Where he keeps asking
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things. Or keeps asking. Basically doesn’t provide you much details. And then try to nitpick.
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That was his style of working.
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(Shravan nods)
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Akash continues: It got better a little bit I would say. After the conversation. But personally I
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started feeling better. Because I set up my boundaries. Initially, I did not. So I had set up
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those boundaries. Which helped me to basically elaborate. What I wanted from this job. At
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the same time how I can be more productive. And that gave me a lesson as well. That any
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job I work I have to set up my boundaries. With any conflict that is happening.
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Communication is the key. I learned actually that communication is the key. Rather than
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trying to sit there and face the problem. When my friend suggested that I go and speak with
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him. I learned that actually communication is the key (Akash stresses). We could not resolve
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everything in the micromanagement. But at least got to the same page at some level. So that
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helped a lot.
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Shravan: So just want to know how big is your team?
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Akash Chandrakar: At that time we had 8 members in my team. Including 4 data scientists
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and 4 data analysts.
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Shravan: So anyone approach you. Try to say about your manager. Facing some conflict.
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Can you try to help. What suggestion can you give to them?
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Akash Chandrakar: When this happened with me. I actually did not go to my colleagues. I
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went to my friends who work at different organizations. But while I was trying to resolve this
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issue. A couple of my colleagues spoke with me. And they were facing similar challenges
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with the manager as well. And we did discuss how we can take it up to him. And how we can
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discuss these challenges. And how to resolve these challenges.
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Shravan: So what changes you made with the workspace to avoid future conflicts in your
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project?
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Akash Chandrakar: So with this whole experience. I learned that when you started
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working. When you start working at any place. You have to set up a professional and a
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personal boundary. That’s what I learned. And secondly, communication is very important.
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Building relationships is important. But you have to make sure that the kind of relationship
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you are building. At your workplace is always professional. Don’t make your personal
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feelings come into your professional relationship. And always communicate your
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expectations. And try to learn their expectations. So that you both are on the same page. So I
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always try to do.
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And try to follow these rules wherever I work. So that me and my colleagues, my team or my
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manager. We are on the same page. And we don’t face at least these conflicts again.
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Shravan: So can you differentiate with your previous manager and the new manager? So
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what did you learn from the new manager? What new things do you learn from the new
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manager? Because he is connecting multiple meetings. And he is focused on that project. And
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weekends you work on weekends too. So have you learned anything from the new manager?
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Akash Chandrakar: From the previous manager. So the new manager who had a conflict.
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Yes, who had a conflict. So there were things to learn from him. He was passionate about his
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job. So that is a good thing to learn from him. That he was passionate. His working style was
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different. But he was definitely good at what he does. Another thing I learned from him was.
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To be on the toes always. He was very like I would say. He was very interested about what
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new things are going on in the field of technology. So that also created an issue. That he
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always wanted to make some changes. If something is already being in a place. Which would
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create more delays in the deliverables. But again it is his working style.
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He continues: So I learned that always keep up with the technology. So that you keep on
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growing in the space. He is my manager. So he has grown into that space. And always being
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passionate about the job. Another thing that I learned from him. Is that try to know the
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business as much as possible. Because that is how you would try to convince the business.
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About your products that you work with.
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Shravan: So how long did you work with the new manager?
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Akash Chandrakar: It was for a year and a half because after a year and a half. Actually he
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moved to a different company.
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Shravan: Oh he is not working with you?
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Akash Chandrakar: No.
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Shravan: So when you were working with him last time. The manager when he spoke with
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you. So he has given any advice for you?, Because when you meet the person the first time,
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you feel thinking differently about, you will never know about the person, what he is doing
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and what he is thinking about. So you are working for almost one year?
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(Akash nods)
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Shravan continues: And when he left the company. When you spoke with him last time. Did
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he try to give you any advice for you?
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Akash Chandrakar: Before leaving the company. Actually it was a surprise. We didn’t
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know that he is going to leave. So didn’t have any specific conversation regarding that.
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But before leaving the company. And on one on one. One of the pieces of advice that he gave
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me. Actually, it was more of a statement. Not an advice. But more of a feedback.
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He Continues: That communication which I did not do earlier. Is always the key. Always
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communicate. Of what I want. If I want to grow into a leader. Then I will have to start.
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Basically be firm as well. So that’s what he told me. Don’t be very shallow always. And don’t
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agree to everything. We have to be firm as well.
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Shravan: So, the managers left the company. Are you seeing another manager?
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Akash Chandrakar: No this was all at Foot Locker. I work at a different company now. I
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have been with the same manager for the past 2 years. I would say that his working style is
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more similar to what I have. He is a good guy basically. Not a good guy as per the… He was
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also a good guy. Just different working style.
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Shravan (Concludes): Thanks for your information today. Thanks for coming. You
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explained everything so clearly and properly. So your experience at Insight has resolved
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interpersonal conflict in software development. So your response has provided valuable
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information on how open communication can be helpful with team building and activities.
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Shravan continues to conclude the interview: So, and supportive work can be contributed
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to conflict-resolving over team harmony. Your input is undoubtable. To help those facing
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similar challenges. Once again thanks for coming to join us today.
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Akash Chandrakar: Thank you I have enjoyed being part of the session too (while shaking
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hands with Shravan).
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Shravan: Laughs
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End.
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