Coming our way..again. Cannot say much, here we go again...
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You can't say much... you've hardly said anything.. can you say a little more?
The Wfr list has been sent to Buckingham palace for approval.
Yes Boris is wfred
Just flicking through the Gartner report to see what DXC clients think of DXC
Its DXC who provide the client names and contacts to Gartner for these types of reports - so am a little surprised only 78% of DXC reference accounts gave DXC a satisfactory rating (top two categories)
The ones I knew were Dynamic and talented. They may not have been driven (or had the desire) to leave.
The ones I knew (who are still there, as they appear on my Linked-in like those who made it to the Carpathia) certainly had the talent and emotional intelligence, but they were content. They worked in European countries with a lower cost of living, so avoided most of the cuts and didn't feel the pressure the rest of us did. In short, they were on the other side to the one the iceberg hit.
They stayed because of:
- Great colleagues of many years
- A good regional Manager who protected them from the DXC mud slinging
- Easy commute to local office
- Great work/life balance between office and home when it is required
- Great clients where they could bury themselves away form the Global DXC toxicity, only rearing their head for the monthly town halls and whenever DXC thinks its a good idea to be appraised by someone 3000 miles away who doesn't know where the their country is.
For the high cost countries I imagine those staying "10 yrs at DXC" (meaning 5 at DXC and 5 at CSC/HPE) will stay for their retirement because that means there is always the chance of WFR to pay out even more redundancy before they go. Others will have accrued so much service time, that a redundancy payment will pay off the mortgage and they don't want to walk away from that.
Or, here is a thought for thelayoff.com: maybe there are some who continue to genuinely like working for DXC after 5 years. Hats off to them, that's real resilience in the face of hardship.
I left DXC last year and now I'm in a place where I feel valued and where people up the chain are genuinely helpful, trying to make things better, and not just making excuses all the time. Plus I earn about 40% more than I did, so very happy about that. But the point I'd like to make is that every time I saw that someone was having a significant work anniversary like "Joe Bloggs 10 years at DXC" I assumed that they just weren't very dynamic people at all and that they probably lacked the talent and drive to move anywhere else for more pay and better conditions.
Just flicking through the Gartner report to see what DXC clients think of DXC. 48% of its 88 clients (42) gave 5 stars (30% gave 4, 19% gave 3, 2% gave 2, 1% gave 1) with 67% of them likely to recommend DXC. So they must be doing something right overall in the eyes of the client.
However, of the areas the clients seem to commonly believe DXC should improve, these seemed to be the most common:
- Problem Management - analysis. Root cause and lack of a proactive approach.
- Lack of proactivity came up quite a bit. Clients feel they are doing the driving rather than the 'vendor'
- Insufficient pre-deployment testing before UAT - Customers felt they were finding easy bugs that DXC should have found, giving the impression of poor workmanship.
- Asset inventory - Clients believe DXC's asset inventory is poor (one suggested it was about 60-70% accurate) which affects their contractual PC refresh and s/w deployments.
- Clients generally believed DXC have good project start and implementation phases, but poor maintenance and support phases (weak application lifecycle management). Also comments about the gap between the RFP's and the operations team ability to deliver them.
- Weak leadership (clients pointing to the account team level) - with comments about how account teams are not versed or have the expertise to deploy. Also comments around lack of f-2-f with DXC. [though there was a pandemic, so that might have something to do with it] and also comments about DXC not being 'proactive' enough. That word keeps coming up.
- 'Expensive and Bureaucratic' and 'prolonged contractual negotiation'. However, those that said 'expensive' seemed happy with the service they were getting but felt it could be cheaper.
- Clients bothered about first line support in India feeling it is clear that few have no experience due to only 4 wks of training. Comments made around poor English, lack of and lack backfill for short notice changes. Clients believe DXC has a strong focus on service catalogue and adding value, but 'we don't often feel it'.
- Not updating tickets and CMDB and staff not understanding their own SLA, guidelines and working practice.
- Not enough business case driven solutions on how to improve and expand services
- Poor communication especially between DXC teams, countries and market areas
- A number of comments around wishing DXC had a more strategic and innovative view and wished they would share their roadmap (though if account managers are not versed - above - then they may not be engaged or sharing anyway)
- Feeling that change and transition management support could be better
- Talent retention a concern to a number of clients or areas where resources are insufficient to fufill demand to resolve the problems in a timely manner. Slow project quotes and frequent billing disputes.
- Complex internal processes that are not transparent to the customer
Client lessons learned:
- Ensure good contract paperwork when dealing with DXC, establish a firm standpoint from the outset
- Check references first from all of similar size and scope e.g. ATOS, Cognizant, HCL technologies, Atos.
Clients did like the chance to gain access to top experts, knowledge and experience. Though a few clients felt that the day to day service they experienced, failed to receive the SLA's high availability promised and only they only received the very minimum SLA contracted support.
If resources are cut to the bone, then there won't be any time or resources to focus on niceties like testing, process, innovation, customer engagement/comms and service improvement - its a case of just getting stuff out the door as quickly as you can to avoid losing the contract.
Does DXC actually have any clients left in the UK?
Judging by the way they were annoying every client in the country, I'm surprised that there's anything left.
What raises? They still haven't told us the outcome of the pay review, they don't even know when it will be completed even though it was supposed to be done in last month.
Leadership are in denial. They have lost the plot entirely. I give it 6 months and there won't be anyone left who has more than a years experience.
There's no need for redundancies there's so many people handing in their notice, 5 people I heard today going to better paid jobs fed up with the treatment in this company.
This company is sui-idal they will go and pay 30% extra market rates to recruit external to replace some of the leavers.
But they won't give fair rises to internal people.
They must realise to motivate staff they have to pay. The top layer can't just keep creaming big rises and say there's minimum for the workers.