Thread regarding DXC Technology layoffs

I was WFR'd last year and joined a DXC competitor under a contract and gave myself a 45% pay rise. DXC could not replace my knowledge and skillset very easily, but as I found out later they put 2 juniors (aka graduates) in charge of managing my work and despite detailed handovers and head nodding they still c---ed it up. Sigh DXC will never learn.

@3czw calling a person a 'resource' is the worst. I just hate that they do that here.

@anonymous you have to have something to sell in order to get a pay raise as a sales person. And even when you do manage to sell smoke and mirrors, they will find a way not to pay you.

Yes pay rises for the sales people who are good at selling sh--. Everyone else take a ticket.

@icfc

In regards to the perception of HR following the WFR target, my old boss told me that if he took on someone from the WFR list, he was then required to WFR someone else to maintain the WFR numbers.

At the same time, it was next to impossible to hire anyone local without justification from on-high...unless you could show some regulatory reason (ITAR for example), so most of the vacancies were either filled with remote off-shore heads, or contract heads. The existing resources, already over-worked due to the vacancies, then had to try and train someone who either was remote and on a completely different time schedule, or a contractor that they knew was probably making more than them, and would be gone in 6 months, or a resource perceived as less-than-stellar who'd just caused another teammate to get the boot...

...and management wonders why productivity, morale and retention is in the toilet.

I personally watched us WFR a resource that had 12-18 months of guaranteed, high-rate billable work from a major client...take 6 months to 'replace' them with an off-shore resource that had no experience with the product in question, who then promptly messed up the first 2 months of work they did so badly the client basically refused to work with them, and then we billed them the same rate as the original resource.

Amazingly, that client soon became an ex-client. Probably only one issue in many for them, but I'm sure it didn't help. Of course, the loss of that client then meant the bulk of the rest of the team could be WFR'd too...

So glad I jumped off this train-wreck

Yes, I have known this. i wouldn't say it's common, as most who leave, don't want to return to a toxic atmosphere. I guess it depends on your mortgage, family and debts and your confidence in approaching the market or sticking with the devil you know.

The pay gap is better at the professional grades for doing this and less so in supervisory levels and you're likely to get hired as you already have the business acumen, skills and culture values. I would probably suggest its easier to be hired from outside DXC than within.

In DXC, I've seen where one function is forced to meet its target numbers for reduction whilst vacancies are being advertised for the same roles elsewhere, which goes against the grain of employment acts and makes unions turn in their grave.

In my experience DXC will do very little to help people into another role and I've seen new job holders become very unhelpful and hesitant once they've spoken to the job holders boss and discovered they are on a redundancy list. I don't know why. It's as if they perceive that, that person is on a blacklist and HR will follow them everywhere they go or perhaps they don't want to be seen as the ones inheriting a problem. It's all BS, as performance doesn't enter into the equation anymore; its about keeping 'critical' services and getting rid of 'important' ones to meet the reduction targets.

Client work is then given to someone 3000 miles away who asks the client what their acronyms mean and could they explain their products and services. Like starting on day 1 again.

Not quite true - there HAVE been pay rises for those in growth areas that they are keen to retain.