About the role
Job SummarySDE technology coaching and developmentSoftware Development Managers (SDMs) establish and sustain the environment for development toexist and succeed. Their primary focus is to hire, retain and develop our Software DevelopmentEngineers (SDEs) through creating and aligning individual's short- and long-term objectives anddevelopment plan alongside the goals of the wider team and business. They evolve the right tailoredapproaches to manage and develop their SDEs including regular 1-2-1 meetings, identifying mentorsor mentees and providing impromptu coaching inputs. SDMs help split the scope of work across oneor more SDEs depending on their strengths and areas of improvement. They actively work to set theSDEs up for success, providing course corrections as necessary. SDMs also help SDEs get the rightmentorship to ensure they grow more expertise and to address any weaknesses hindering theireffectiveness.Team structure and technology processesSDMs build effective, performing teams that consistently deliver quality software whilst balancingthe 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 constantlyimprove. SDMs default to granting teams autonomy but recognise when stronger guidance and helpfrom them is needed. When the team is performing, an SDM offers a light-touch to assist inunblocking 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 awarenessof the importance of good customer experience and show responsiveness to customerexperience during development as well as in operational issues.• They drive continuous improvement of engineering practises and efficiency of developmentwithin their team and foster innovation. They empower their engineers to own technicaldecisions whilst providing guidance and enforcing best practices. They are hands-on whenrequired but are always aware of their primary focus when doing so.• Delivery and stakeholder management• SDMs deliver the right outcomes and collaborate with the appropriate stakeholders andcustomers, whether directly responsible for the functional delivery of a team or workingacross multiple teams. They build healthy empathetic relationships to arrive at consensusand overcome any conflicts.• Within their operating domain, they demonstrate ownership over the relevant areas of workand can also reach out to, and execute effectively with, peers and other stakeholders whenneeded 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 andcustomers. They also know when to ask for help or escalate. SDMs are great at spoken andwritten communication.Delivery and stakeholder managementSDMs 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 andcan also reach out to, and execute effectively with, peers and other stakeholders when needed toensure 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 withtheir manager, stakeholders and customers. They also know when to ask for help or escalate. SDMsare great at spoken and written communication.Technical strategyThere are three outcome that are expected from SDM as part of Technical Strategy.• Understand technology landscape and its implication to retail Industry - [White paper orBlog]• Evaluate, prototype and present implementation use cases. [Demos]• Induce Tesco approved technology change to their respective domains. [Produce compliancereports]SDM participates in various meet-ups, seminars and events to understand technology advancementsin the industry and collaborates with his team to develop prototypes and solutions. SDM interactscontinuously with his end users and product managers to keep them current with new possibilitiesof 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 peerSDMs and create culture of innovation and technical excellence within his team and at Tesco atbroader level.Indicative split of responsibilities and effort typically spent• The chart below shows an indication of how time may be spent on these responsibilities fora typical SDM. This is over the long-term and naturally will flex based on the specifics of eachrole.• Key people and teams I work with within and outside Tesco• Product Management, TPMs, Other SDMs and HoSDs in other teams, People andrecruitment teams, contracting agencies, other members of the engineering communityPeople, budgets and other resources I am accountable for in my job• Software Development Engineers that report to me.Skills relevant for the job• Backend Skills and API development in Java• Cloud Technologies (Preferably Azure)• Knowledge of TDD, CI,CD, Automation on Cloud and onPremise• Large Scale Applications Development, Operations and migration in enterprise environments• People management. Emotional Intelligence. Problem solving, analysis and computationalskills, Customer focus. Written and verbal communication skillsTechnology: Java, Rest API, Mongo DB, Microservices Architecture, Docker/ Kubernetes,
You will be responsible for
Job Summary

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.

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 continuousimprovementof 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 alwaysaware of their primary focus when doing so.

•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.

Deliveryandstakeholdermanagement

SDMsdelivertherightoutcomesandcollaboratewiththeappropriatestakeholdersandcustomers,

whetherdirectlyresponsibleforthefunctionaldeliveryofateamorworkingacrossmultipleteams.

Theybuildhealthyempatheticrelationshipstoarriveatconsensusandovercomeanyconflicts.

Withintheiroperatingdomain,theydemonstrateownershipovertherelevantareasofworkand

canalsoreachoutto,andexecuteeffectivelywith,peersandotherstakeholderswhenneededto

ensurethesuccessofbroader,morecomplexoutcomes.SDMsareaccountablefortheslicestheyowninaprogramandproactivelyidentifyrisks,proposemitigationsandgetthemreviewedwith

theirmanager,stakeholdersandcustomers.Theyalsoknowwhentoaskforhelporescalate.SDMs

aregreatatspokenandwrittencommunication.

Technical strategy

There are three outcome that are expected from SDM as part of Technical Strategy.

•Understand technology landscape and its implication to retail Industry-[White paper or

Blog]

•Evaluate, prototype and present implementation use cases. [Demos]

•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 his team to develop prototypes and solutions. SDM interacts

continuously with his 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 his team and at Tesco at

broader level.

Indicative split of responsibilities and effort typically spent

•The chart below shows an indication of how time may be spent on these responsibilities for

a typical SDM. This is over the long-term and naturally will flex based on the specifics of each

role.

•Key people and teams I work with within and outside Tesco

•Product Management, TPMs, Other SDMs and HoSDs in other teams, People and

recruitment teams, contracting agencies, other members of the engineering community

People, budgets and other resources I am accountable for in my job

•Software Development Engineers that report to me.

Skills relevant for the job

•BackendSkillsandAPIdevelopmentinJava

•CloudTechnologies(PreferablyAzure)

•KnowledgeofTDD,CI,CD,AutomationonCloudandonPremise

•LargeScaleApplicationsDevelopment,Operationsandmigrationinenterpriseenvironments

•People management. Emotional Intelligence. Problem solving, analysis and computational

skills, Customer focus. Written and verbal communication skills

Technology:Java,RestAPI,MongoDB,MicroservicesArchitecture,Docker/Kubernetes,
You will need
Job Summary

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.

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 continuousimprovementof 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 alwaysaware of their primary focus when doing so.

•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.

Deliveryandstakeholdermanagement

SDMsdelivertherightoutcomesandcollaboratewiththeappropriatestakeholdersandcustomers,

whetherdirectlyresponsibleforthefunctionaldeliveryofateamorworkingacrossmultipleteams.

Theybuildhealthyempatheticrelationshipstoarriveatconsensusandovercomeanyconflicts.

Withintheiroperatingdomain,theydemonstrateownershipovertherelevantareasofworkand

canalsoreachoutto,andexecuteeffectivelywith,peersandotherstakeholderswhenneededto

ensurethesuccessofbroader,morecomplexoutcomes.SDMsareaccountablefortheslicestheyowninaprogramandproactivelyidentifyrisks,proposemitigationsandgetthemreviewedwith

theirmanager,stakeholdersandcustomers.Theyalsoknowwhentoaskforhelporescalate.SDMs

aregreatatspokenandwrittencommunication.

Technical strategy

There are three outcome that are expected from SDM as part of Technical Strategy.

•Understand technology landscape and its implication to retail Industry-[White paper or

Blog]

•Evaluate, prototype and present implementation use cases. [Demos]

•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 his team to develop prototypes and solutions. SDM interacts

continuously with his 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 his team and at Tesco at

broader level.

Indicative split of responsibilities and effort typically spent

•The chart below shows an indication of how time may be spent on these responsibilities for

a typical SDM. This is over the long-term and naturally will flex based on the specifics of each

role.

•Key people and teams I work with within and outside Tesco

•Product Management, TPMs, Other SDMs and HoSDs in other teams, People and

recruitment teams, contracting agencies, other members of the engineering community

People, budgets and other resources I am accountable for in my job

•Software Development Engineers that report to me.

Skills relevant for the job

•BackendSkillsandAPIdevelopmentinJava

•CloudTechnologies(PreferablyAzure)

•KnowledgeofTDD,CI,CD,AutomationonCloudandonPremise

•LargeScaleApplicationsDevelopment,Operationsandmigrationinenterpriseenvironments

•People management. Emotional Intelligence. Problem solving, analysis and computational

skills, Customer focus. Written and verbal communication skills

Technology:Java,RestAPI,MongoDB,MicroservicesArchitecture,Docker/Kubernetes,
Whats in it for you

At Tesco, we are committed to providing the best for you.

As a result, our colleagues enjoy a unique, differentiated, market- competitive reward package, based on the current industry practices, for all the work they put into serving our customers, communities and planet a little better every day.

Our Tesco Rewards framework consists of pillars - Fixed Pay, Incentives, and Benefits.

Total Rewards offered at Tesco is determined by four principles -simple, fair, competitive, and sustainable.

Salary - Your fixed pay is the guaranteed pay as per your contract of employment.

Leave & Time-off - Colleagues are entitled to 30 days of leave (18 days of Earned Leave, 12 days of Casual/Sick Leave) and 10 national and festival holidays, as per the company's policy.

Making Retirement Tension-FreeSalary - In addition to Statutory retirement beneets, Tesco enables colleagues to participate in voluntary programmes like NPS and VPF.

Health is Wealth - Tesco promotes programmes that support a culture of health and wellness including insurance for colleagues and their family. Our medical insurance provides coverage for dependents including parents or in-laws.

Mental Wellbeing - We offer mental health support through self-help tools, community groups, ally networks, face-to-face counselling, and more for both colleagues and dependents.

Financial Wellbeing - Through our financial literacy partner, we offer one-to-one financial coaching at discounted rates, as well as salary advances on earned wages upon request.

Save As You Earn (SAYE) - Our SAYE programme allows colleagues to transition from being employees to Tesco shareholders through a structured 3-year savings plan.

Physical Wellbeing - Our green campus promotes physical wellbeing with facilities that include a cricket pitch, football field, badminton and volleyball courts, along with indoor games, encouraging a healthier lifestyle.

About Us

Tesco in Bengaluru is a multi-disciplinary team serving our customers, communities, and planet a little better every day across markets. Our goal is to create a sustainable competitive advantage for Tesco by standardising processes, delivering cost savings, enabling agility through technological solutions, and empowering our colleagues to do even more for our customers. With cross-functional expertise, a wide network of teams, and strong governance, we reduce complexity, thereby offering high-quality services for our customers.

Tesco in 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 3,30,000 colleagues

Tesco Technology

Today, our Technology team consists of over 5,000 experts spread across the UK, Poland, Hungary, the Czech Republic, and India. In India, our Technology division includes teams dedicated to Engineering, Product, Programme, Service Desk and Operations, Systems Engineering, Security & Capability, Data Science, and other roles.

At Tesco, our retail platform comprises a wide array of capabilities, value propositions, and products, essential for crafting exceptional retail experiences for our customers and colleagues across all channels and markets. This platform encompasses all aspects of our operations - from identifying and authenticating customers, managing products, pricing, promoting, enabling customers to discover products, facilitating payment, and ensuring delivery. By developing a comprehensive Retail Platform, we ensure that as customer touchpoints and devices evolve, we can consistently deliver seamless experiences. This adaptability allows us to respond flexibly without the need to overhaul our technology, thanks to the creation of capabilities we have built.