- Company does not track employee risk of leave. The majority of the Service Desk engineers have expressed they are stressed, unhappy with the company, and are actively seeking other positions.
- Company does not track metrics regarding supported endpoints per engineer. Inbound support volume grows too quickly and there is no balance between client volume and capacity.
- "Workday doesn't end at 5pm" mentality. Engineers are expected to work until they have no ticket backlog yet tickets are assigned via round-robin with no threshold or defined maximum volume per engineer.
- Company does not track or compensate employees for overtime hours worked despite the above bullet point.
- Company does not grasp an understanding of FLSA laws and all support staff are illegally misclassified as FLSA exempt. Company believes all salaried employees are exempt even if their job functions do not meet the requirements to be considered "executive, administrative, or professional" in capacity.
- Company places too much focus on reactive support and largely neglects proactive support and much needed infrastructure projects.
- Company places too much focus on sales and not enough focus on proactively hiring and training adequate support staff.
- Rampant Nepotism: Employees are terminated or advanced based purely on upper management's feelings and not based on employee performance or results produced. Certain long-time employees get away with answering three or fewer inbound calls per day and even outright ignore calls from the phone queue for their own department while other engineers regularly triage 20+ calls daily.
- No real tiered support structure. "Tier 2" engineers are also responsible for infrastructure projects. Again, a failure of company structure with no separation between reactive and proactive support.
- No call waiting queue. Ring strategy is "Ring All." This results in those with a strong work ethic taking on an unfair amount of workload. Service Desk is expected to answer all calls within the first two rings even if it means juggling two or more calls simultaneously.
- Standard Operating Procedures are an enigma shrouded in mystery. Any attempt by staff to seek clarification regarding company policy is met with some kind of attitude despite an “open door policy” being advertised by HR.
- Knowledge-transfer practices are extremely poor. Internal Knowledge Base articles frequently contain outdated information and passwords. Long-time employees with specific knowledge get frustrated when asked questions yet refuse to document information in Knowledge Base articles to reduce escalations.
- Random changes are pushed during production hours with no client-facing advisory or announcement to support staff.
- Performance reviews are conducted "at the company's discretion" and not on any kind of regular schedule.
