Around 150-60 been impacted
45% of those are band 6 rest 55% were engineer 1,2,3 . Realistically if we include all those folks who got moved to NRB and Wireless operation teams then realistically the count is 200+
16 replies (most recent on top)
@a8 You’re a mediocre hire that Verizon could afford in the US, and we are the mediocre workers they could afford to exploit in India. Winning the birth lottery in the States doesn't equate to genius. There is talent in both countries, and there is incompetence in both countries. We are both just cogs in a mediocre company.
@a4 Very well said. No more of "please do the needful".
@dr big consulting companies don’t know what they are doing so their junior resources don’t know what they are doing. They are being trained by incompetent people. Blind leading the blind. It’s the same with India resources. Same with a number of US teams in Verizon.
The only chance we have to work with highly competent people is smaller specialized companies lead by people Verizon wouldn’t be able to hire outright. They teach and mature junior resources that are highly effective. Then they stay with the company and become middle management, etc.
Sorry you’re forced to work with India and big consulting. You probably don’t even know what “good” looks like anymore. They disorient and lower the standards for everyone. That’s why you think you worked with “some decent partner in India”. Trust me, our customers don’t think the work that India team produces is good. You just have a low bar because you’ve been here too long.
@a4 what’s interesting? Is that stateside companies like Deloitte and Accenture are not great either. I was a part of GTS and one of the sub groups spent millions of millions on Deloitte , With most of those junior Level resources coming to us and getting us to do the actual groundwork and then passing it off to leadership as their own. What was also interesting is that a lot of the material that they presented was standard regurgitated garbage and was not done with our specific case study in mind. Since then I moved on to a different , much larger, company And believe it or not I’ve seen the same garbage material from Deloitte here as well.
I also want to say that ,yes , many of the resources in India are extremely junior , timid, not empowered and maybe not skilled. It’s also true that I have worked with some really stellar resources in VZ India and when I was a senior director, I didn’t have us any resources on my team so I had to absolutely rely on these India to get the work done my counterpart was a fantastic partner. So I don’t think it’s fair to paint a whole team with the same brush.
@ar go to open secrets and look at Dan's donations to Ru-p. He is jockeying his way into the technocratic elite.
@aj Dan loves his drip
@af Govt itself is in beds with all these big corporation.. They get Campaign finances from Big corporations. They talk BS.. But never will take any action.
@a8 don't get me started. Eus is horrible. While back coworker had a problem with his computer. Submitted a ticket. Took a week to get a response and then they kept asking stupid questions like they were going down an AI generated checklist. When she came to me, I fixed it in about 30 seconds because I've seen the issue before. All they care about is the comparable salary of the butt in a seat, not what the inexperienced actually cost.
@aj Also, the suit the AVP was talking to basically said if you keep people worrying, they'll work harder.
Overheard AVP in the hall after what I assume were calls complaining that this is ongoing. No more twice a year but every week * few hundred here, few hundred there, small enough to avoid headlines and shareholder thinking something is wrong but enough to get the hc down by thirty percent or more.
The US govt should investigate all these outsourcing companies and offshoring. They should shut it down.
@a8 if you jeopardize the kick backs that are happening to the sr leaders by the consultant mafia with real data u get fired
@a6 I was RIF’d a while ago, but I was in CX.
A while back, a CX VP and SVP did some research on why one small US company was outperforming the major vendors at a ratio of 100 to 1. We were spending tens of millions on single contracts with RGA, Sapient, IG Contractors, Infosys… you name it. At the same time, we were moving tons of jobs to India and being told we needed to invest even more there.
The results of the study were essentially that the teams in India and those big companies had zero idea what they were doing. A junior intern level resource at the small US company was performing 200x faster even on basic skills than a senior resource at the others. The test was very scientific and well-executed. However, as soon as the SVP took that research up the chain, he was fired and the entire department was reorganized. The sourcing and consulting 'mafia' must have taken him out.
It’s crazy to think what could have been if he had just been allowed to spend his budget on what was actually effective.
@a4 so true 😂
“our CX is broken… let’s hire Infosys, HCL, Accenture… and a few hundred more people in India to fix it.”
Wait didn’t they break it in the first place!?!
“Oh, then let’s also fire the VP who we told could spend his budget on those companies and on India resources. He must be the problem.”
Corporate logic at its finest.
Who cares they don’t do work
The funny thing about the restructure and layoffs in VZ India is that stateside, we don’t feel any impact at all. We have way more offshore resources than we have work for them. They have very limited skill sets, and due to the lack of accountability, we cannot trust them with any important work.
I love when we lose a bunch of offshore resources on my team because I don’t have to pretend to find busy work for them. I don’t need to get on as many phone calls at weird hours of the day, and I don’t have to get weird, inarticulate messages at odd hours either. I wish we just shut down that entire thing. There is no need for them or any of those useless vendors like Infosys, HCL, etc.
We could easily just hire a couple of small specialty companies in the US who are just more skilled than our typical employees. We could hold them accountable to deliverables and have small, effective teams in the US. My friends working in tech startups aren’t outsourcing to India; they have much fewer resources and smaller budgets than we do. That tells you something about the practice in general. Resource-constrained companies hire all stateside for a reason: because you actually need to be able to see results when you spend money.