- There's a stark contrast between leadership's view and the daily reality in service delivery
- Promised improvements, especially around fair pay, keep getting pushed to a "next quarter" that never arrives
- Complete disconnect between company values ("integrity," "people first," "own it") and actual treatment of staff
- Messy patchwork of processes from multiple acquired companies with no real plan to unite them
- They fundamentally don't understand how to merge multiple IT companies effectively (why acquire so many companies in the first place without a pre-determined plan of how they will run once combined?)
Serious workforce management issues, a few examples:
- Approving unsustainable time-off patterns, then blaming teams for falling behind
- Poor holiday planning leaving on-call staff with excessive hours
- Expecting teams to handle overwhelming workloads while understaffed and taking advantage of those on salary
- Management seems more interested in maintaining appearances and politics than addressing real problems
- CSX teams consistently overworking service techs while ignoring their wellbeing and then bending over backwards for bad clients/customers (this part is what truly makes me lose hope of a culture change, it is ingrained, alarming, and shameful behavior from a company which proudly displays "People First" at every turn)
- Leadership talks endlessly about "One Integris" and being "all in this together" while excellent workers in service delivery staff are literally breaking down from stress and are rapidly applying to new jobs.
