Posts by neilo 69 publicly visible posts • joined 25 May 2019
I find this, of all the toxic DXC behaviors, one of the more toxic behaviors.
So in order to get a pay rise, you need to find another company willing to hire you and go through the entire interview process (which could be four or five interviews) to get that signed letter of offer.
You take that letter of offer to your manager and DXC will match the toppling salary. They will never match the bottom line take-home salary.
What a titanic waste of time for the employee and the employees of the company that you just interviewed at. The level of disrespect here for everyone involved is immense.
Agreed. I discussed with my manager in January 2018 about a merit increase, and he agreed. So did his manager. In fact, all the way up to the manager of our division agreed that a merit increase was indeed merited.
By November 2018, nothing had happened.
This wasn't an isolated incident; the droves of people quitting said exactly the same things.
It should be noted, too, that whilst DXC may not believe in the outdated concept of annual raises, it sure as hell believes in sticking it to employees every possible opportunity. My take-home pay fell, rather reliably, every six months.
So glad I'm out of this rotting carcass of a company.
To be fair (and I can't believe I just said that), we had exactly the same policy in the US, and it really didn't impact the ERP side that much. The two week lead time isn't such a big deal for regular consulting, and for critical emergencies we all work remote anyway. Most customers who have their own IT infrastructure have their own staff, so if the core database server goes down there's not much point having a technical consultant on site until the server is up - and when the server is up, you can remote in anyway.
I'm sure that for a class of customer this is going to cause real issues, but DXC doesn't;t care about those customers anyway.
DXC are totally left without any real customers, business offering or meaningful revenue?
It could be a few years, actually.
Talking with a soon-to-be-ex-DXC buddy, in my old section hiring is frantic to replace the people leaving - but experience isn't entering the building. It's people wanting to get started in their careers that are being hired.
Remaining customers are satisfied for now as they are seeing new names replacing old names, but even that is drawing attention. Sheer inertia is keeping some of them; contracts with DXC hosting of services is keeping others. But the tide will turn, and DXC will be yet another giant shell.
...these "more specialised and more scarce" security skills are available in Low Cost Countries, are they?
Why yes; yes they are.
There is a seeming inexhaustible supply of security engineers, support staff with deep rapport with clients, highly skilled developers and more in low-cost countries. Oh wait - that rapidly becomes high cost. Oops; my bad.
"Knowledge transfer" before you go....
Bwahahahahahahahahaha... "knowledge transfer"... I gave two weeks notice. They tried to squeeze the knowledge transfer into about three hours on the final day to a guy who quit three weeks later.
D☠️C doesn't care enough about customers to ensure a proper knowledge transfer. All D☠️C cares about is having people seeming to have the knowledge so that customers don't immediately leave.
"With the amount of articles about DXC and the negative slant, I think someone at El Reg used to work for DXC and did not leave on happy terms."
I'm confused. You have something positive to say about that festering shithole of a company? I would love to hear it!
Disclaimer: I use to work for D☠️C!
You have it so right.
If it weren't for those outrageous customer expectations that DXC actually supply services, then DXC wouldn't have to employ those wasteful cost-centers known as employees.
If only customers got with the program and simply paid vast amounts of cash to DXC without any expectations of anything in return then DXC's would would be a much better place.
Contractor terms ar in arrears 5 weeks? You got of lightly; here in the US our contractors were paid 90 days in arrears from the invoice due date. So when a contractor / external partner was developing a minor piece of code - say, the entire credit card processing part - and their invoices were not paid at 30 days, then they, to the great delight of our customers, simply stopped working.
In once case, this caused the sudden postponement of a go-live.
Now, we all welcomed the extra time to complete the project to the customer's satisfaction, so there was a silver lining there. But it was poorly handled; DXC didn't tell our section that this was the policy; it certainly didn't tell the external partners. The contractors may have known; not sure.
Fun fact: Us experienced ones who have got the hell out of this rotting carcass have noticed something interesting: the hand-off / knowledge transfer is not happening, or if it is happening it's rushed an incomplete.
When I gave notice, I was left alone to finish up what work I could, with a rough customer hand-off dome for one client on the last day.
When a co-worker (a solution architect) gave notice, she was left alone. Then in the last few days it was realized she had 35 current client projects and then all hell broke loose. The hand-offs were rushed and incomplete again.
There is a real "head in the sand" approach going on here... and it's accelerating the clients that are leaving because they are not being looked after!
This is why I'm following those people on LinkedIn. If I see, say, Mike Gillis heading to a company I know to never go there because of the devastation he will bring. Same for all his "leadership" team; the collective incompetence they can amass is mind blowing. On the other hand, I followed (eventually) an ex-leader of an acquired company to his new company, simply because he is damn good.
"How long before HP cry foul on the merger with CSC and sue the directors of CSC for misrepresentation?"
Not going to happen. As bad as DXC is right now (and CSC was), HPE Services was in much worse shape. I use to work for DXC, and worked alongside some HPE folks on a few projects. So how bad was HPE Services? According to multiple people who told me this, Firings were a weekly occurrence as HPE needed to reduce costs. Is your project billable this week? You're safe. If the project wasn't billable this week, you're name was in the had for dismissal. Then two or three lucky souls would be fired, and the grim process starts again the following Monday.
The HPE people were grateful for the merger, as at least they could keep their jobs.
As an ex-employee of a company gobbled up by DXC, the good ones leave as soon as they can because DXC is probably the worst, most toxic employer on the planet.
Forget about annual pay reviews; they are gone. My experience was that DXC cut my pay every six months. Although my entire management chain felt I deserved a merit increase to my pay, HR nixed it. I needed to extend my work visa: DXC messed that up. Management wanted to eliminate the department I worked in, and replace it with something that looked the same but couldn’t really be described.
And then cane the off-shore push. All technical work was to be done in India; we were supposed to co-ordinate that work with the client.
Don’t feel sorry for the good staff; they can find better work elsewhere. Feel sorry for the clients who have long term contract with this toxic puddle called DXC.
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