ERP Suites reviews

Core Tech is the red-headed stepchild of the company, and is often treated as such. That is to say, unless you cause undue grief for someone higher up, you're likely to fly completely under the radar. At the end of the day, no one wants to bother with you, for good or ill. The team is supposed to be a "proving ground" of sorts, where someone with little experience puts in six months to a year, proves they're competent, and then moves up into a higher tier of support, typically as a CNC or someone in Infrastructure. This is all well and good except, due to lack of communication from managers and stingy hiring practices, most people on Core Tech end up spending way more than a year there. There are no tried and true paths to getting yourself off the team, you're sort of expected to put your own feelers out and sell yourself, as it were, to the managers of whatever teams you may be interested in being on. The problem is Core Tech, being as it's only supposed to be a stopover position, doesn't have any real policies in place regarding scheduling, PTO, or raises. In my nearly four years I never got a single raise, and was subject to arbitrary and often times capricious schedule changes. Everyone wants the day shift, despite it being the busiest one, because good luck getting yourself trained and promoted when all that hinges upon your ability to get the attention of people who are all out the door by 4. And, as I mentioned earlier, no one who isn't on the team really wants to be bothered by the helpdesk guys. By the end of my time there I had developed some personal relationships with many of the on-call folks and managers, but it took years to get there. Also, more a minor thing, but if you work 2nd or 3rd shift you will inevitably have to call and either interrupt someone's dinner or wake them up. Most people handle it well enough and are understanding, even if a bit miffed. But there were a few who, to put it gently, did not. I was cussed out more than once, and never got any support from my manager about it. Those calls were few and far between, and I learned to have a thick skin and be appreciative of the fact I was getting paid to basically put my feet up and kill time.

After a significant tenure with this organization, I believe it is important to be candid: the company is facing serious cultural and operational challenges that are affecting both employees and customers. Morale across the team is low. Constant references to the company's founding legacy and years in business ring hollow when the day to day experience is one of stagnation. We are overloaded with meetings that produce little action, and when work does get completed, it is often under conditions that compromise quality. Customer relationships are suffering as a result. Employees who engage honestly with clients are hearing the same frustrations reflected back. This is not a perception problem, it is a performance and culture problem. Expense reimbursements are frequently delayed by months, creating real financial strain. Healthcare benefits are uncompetitive (a number of employees have already moved to ACA plans because they offer better value, and others are considering the same). Some team members have taken on second jobs simply to make ends meet, which is a clear signal that compensation is not where it needs to be. Certain leaders are known to "not be bothered" as they are on autopilot and should not be bothered while on the golf course (all the time).