The company boasts of a company value system that they clearly don't support. It was a good value system--the intention was good, but the implementation was lost. A lot of time and money was put into posters, shirts, etc., for its promotion, there were activities done during the yearly meeting to promote the system, but the business continued to violate its own values. Salary structures were changed without discussion, those who received training had to hound for repayment, employee reviews were months late, health benefits were required to be purchased on our own through the owner's relative (not sure if this is still the case with the health care laws being changed), and the quantity of personal days were changed and made to seem like the employees were getting more, but in reality, was robbed from a floating day (which no one was told about).
The owner, Tim Ancona, has a goal to buy two businesses a year, which has been the biggest contributor to Ticomix achieving placement on Inc's 5000 Fasted Growing businesses. But, there is very little growth within each sector of the existing business. Much time and effort is put into expanding the business, but very little put into growing and improving what the business is already built on, or put into the existing employees.
One employee coined the term, "the Ticomix two-step", which is experienced by both employees and clients. Say one thing, do another. I was warned, "watch your back" by a former employee before accepting employment here,
They were also not truthful to clients. One example: used equipment was leased to clients, and technicians were instructed not to make it known the equipment wasn't new.
Being in the IT sector of the business, we had a nearly 80% turnover of employees within a calendar year. The turnover was due to employees leaving to work for other local IT consulting companies, and two others for personal reasons relating to their employment. With this turnover (and also due to a change in the way tickets were assigned to technicians), the common complaint from clients was that they felt like they were often training a new employee.
With all this constant flux in wondering, "what's next?", work-life balance was another reason why I left. It was expected of employees to work on an on-call rotation, with no monetary compensation.
I now make more, am compensated for overtime, have received timely feedback on performance, and there is mutual respect throughout the organization for everyone's private and family life. If there is to be a change in the employee handbook, it is discussed openly and input is requested. This is how employees should be treated, and that employer is rewarded with commitment and respect.
