So far compensation is now an entitlement. And I’ve heard for a decade how we must update our skills but nobody ever says what those skills are to be. And a new company is already playing catch-up: incredible.
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You get what you pay for
Reskill is keyword for work on your resume and interview skills. Most people in DXC have a great skillset (those who have been around) that is needed in other companies. You will never get the raises and bonuses at DXC and will be left holding the bag when Mike and company have cashed out all they can get.
Unfortunately, having ‘skills’ in dxc is no guarantee of anything if you are being led by donkeys.
Digital transformation appears fragmented in DXC where functions are not integrated and a coherent operating model and methodology reflects the end to end process. Just boxes with “something happens in here”. What methodology is being followed? If anyone tries to put out a stake in the ground, then they riff a whole team, change leadership, responsibilities;move operations; close a centre; subsume activities into an already under-resourced group, or bring in a partner or subcontractor to finish off s half-hearted attempt and tell you to ring the help desk somewhere in the world if you need to speak to someone downstairs.
I found HPE were much more efficient internally than CSC were. HPE had invested heavily in proprietary tools (when CSC were still on Lotus Notes!) HPE were far more integrated and aligned to their service model than CSC were. CSC was a mixed bag of ITIL service and a dreadfully expensive and mis-managed applications side with absolutely hopeless management. The guys on the ground knew their stuff but trying to get them assigned through their management was a PITA. They lacked a methodology (Catalyst was an outdated dead duck) and their agile methodology appeared to be a collection of agile techniques that in themselves worked but lacked the necessary management and rigor to make the overall projects a success.
But CSC and HPE did have some excellent techies on the ground who worked around their management to get things done. Although I think CSC techies were slightly more proactive and more likely to cross boundaries than HPE who would not do anything if it were against the rules. Perhaps more disciplined, I don’t know, but it was perceived as not as proactive. Just a product of the culture.
Both companies did share a common problem: both had poor leadership, losing money and a string of bad decisions, culminating in the decision to merge and compound the problem into one huge problem whilst dragging everyone down to the lowest common denominator.
I have to agree with other comments, why bring in DXC to transform your business, when it is struggling to transform itself?
It has nothing to do with acquiring new skills !!!!!
The simple truth is: if you are paid more than a graduate with no skills in a low cost country you WILL be WFR'd.
Mikeys ONLY plan is to turn DXC from a 100K+ workforce servicing respected clients into a niche 'digital' consultancy with a few 10K workforce, selling off pieces of the company bit by bit whilst he manipulates the share price to his own greedy manifestations.
The only consolation on our part is the fact that the share price has bombed - he's back to square one and has to do it all again so he may have to stick around long enough for the inevitable SEC investigation.
DXC's WFR has nothing to do with employee's skills, project etc. I could see in DXC India, the management had removed employees with strong academic background, skilled with multiple latest technologies, great contribution to the organization and interestingly they were never on 'bench'. One of my ex-colleague said that one particular evening one of his team members from the team which he was recently aligned to, had claimed that he was the 'manager' in the team and he found that my colleague was on 'bench' as per his DXC record and that's why he might be WFRed. It was shocking, but my ex-colleague had explained that he was never on bench and also provided his 'TES' code ( code used for billing while an employee works in a billable project) to his ' NEW MANAGER' , but they did not pay any attention to it. My colleague could sense what was going to happen and he managed to get an offer from a far better company just one day before his manager told him about his WFR. Later when we saw the profile of his 'new manager' and 'previous manager' , we were horrified thinking how this company was functioning.
Nothing new. Ironically not leaving enough time for questions. Such clowns
I missed it. Anything special that was said?
I average a new cert every other year or so, not that it helps at dxc. Maybe the next employer will benefit and compensate accordingly.
Coming from the HP side, we did have internal automation for a multitude of services. I see none of that in DXC.....or CSC for that matter. However I understand from my CSC colleagues that this has been par for the course under the current leadership/leagacy CSC management. The appear to invest nothing internally. It’s a smoke and mirrors show to seek investment.
Don't worry, you'll have plenty of time to learn while collecting unemployment because you're so incompetent that you couldn't find the time to update your skills in the lifetime of a golden retriever.
So much entitlement. So little time
Digital Transformation is application of digital capabilities to processes, products, and assets to improve efficiency, enhance customer value, manage risk, and uncover new monetization opportunities.
In other words process improvement using computer systems which has been around for decades.
How can DXC help other companies with that, If we can't do it internally. What a Freaken joke!
On reskilling with all the WFR we have less people to do more work, when can we take these classes?
Give me a week away from my normal duties, so I can take classes. Most of us already work 10 - 12 hour days supporting accounts and I won't take the little time I have left away from my family.
"Raises are not entitlements; they have to be EARNED."
Well my reviews are always exceeds expectations for the most part. And where it's only "meets" expectations, its because my managers know how much I do and my "meets" are most peoples exceeds. I should earn a raise every year!
Median wage growth in IT in the Americas has been around 3% per year the past few years. That's bull c-ap no one I know got any salary increases.
As far as reskilling in digital, Digital makes no sense computers have always been digital. I have tried to take the so called intro to Digital and the guy talks so slow and is so boring I cant take it for more than 15 minutes.
I took the Spartan training and still don't know what DXC thinks is "Digital" . ServiceNow??? AWS??? AZure???
On reskilling with all the WFR we have less people to do more work, when can we take these classes?
Give me a week away from my normal duties, so I can take classes. Most of us already work 10 - 12 days supporting accounts and I won't take the little time I have left away from my family.
"Raises are not entitlements; they have to be EARNED." Well my reviews are always exceeds expectations for the most part. And where it's only "meets" expectations, its because my managers know how much I do and my "meets" are most peoples exceeds. I earn a raise every year!
Median wage growth in IT in the Americas has been around 3% per year the past few years. That's bull c-ap no one I know got any salary increases.
As far as reskilling in digital, Digital makes no sense computers have always been digital. I have tried to take the so called intro to Digital and the guy talks so slow and is so boring I cant take it for more than 15 minutes.
I took the Spartan training and still don't know what DXC thinks is "Digital" . ServiceNow??? AWS??? AZure???
If the company is moving in directions where reskilling is required, they should be able to articulate those skills requirements to the staff.
Do you need your mommy to hold your hand and select the skills for you?
"Raises are not entitlements; they have to be EARNED."
a. I know of no one who views raises as entitlements--not in this industry.
b. A whole lot of raises and bonuses have been earned but not paid for years.
Raises EARNED have to be PAID. Not to do so is theft, pure and simple.
They always talk about increases being given, but never cite any numbers. Median wage growth in IT in the Americas has been around 3% per year the past few years, I'd be shocked if it was more than 1% at DXC.
Far should have been fair.