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Got those outsourced blues...part 1

By diabetic ·
The names have been changed to protect the not-so-innocent.
I manage, or rather managed, a Field Support team that is spread across four western states. We were employees of a sunbelt corporation until two weeks ago when we were all flown into our corporate headquarters on the pretext of two days of technical meetings.
The first morning, the CIO walked in, said that he had made the decision to outsource us, and as of the first of the month we would be working for Company X, a company thatmany of us had never heard of.
He then went on to tell us that:
We all had jobs at our same pay level and that the new company would honor our seniority. He neglected to tell us that the new company was only obligated to keep us for 60-90 days.
He told of the wonderful training we would get from the new company. He neglected to tell us that our mileage reimbursement would be less than 25 cents a mile and that the difference goes to pay for our training.
He told us they had great benefits. He neglected to tell us that it costs twice as much for employee only coverage.
He told us that everything else would remain the same. He neglected to tell us that a good portion of our current duties are not covered by the new scope of work.
He told us that this would produce better service levels. He neglected to mention that we had exceeded our service level agreements every month for the past two years.
He said that it would make for happier end users. He neglected to mentionthat the focus groups he had commissioned earlier in the year gave Field Support the highest marks in customer service.

(See part II)

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Part II

by diabetic In reply to Got those outsourced blue ...

We should have seen it coming. This guy had gotten rid of Field Support at the last three companies he had worked. It was his claim to fame and we mistakenly believed that we were good enough that it couldn?t happen to us. Our bad. Lesson: history does predict the future.
He hired lieutenants who actively worked against us, repeatedly trying to set us up to fail. We mistakenly thought that our competency and dedication would protect us. We were dead wrong. Lesson: when there are sharks in the water, watch where you go swimming!
We will persevere. My team delivered great service in the past, and they will deliver great service in the future, even when the inevitable staffing reduction occurs.
This is, after all, all that we really can do. It doesn?t do any good to rail against how unfairly we were treated. It may feel good to march into human resources and stick all the ?we win as a team? banners in their face ? but we aren?t part of their team any more and the deal isn?t going to become undone.
We can go running to out lawyers and threaten to sue, enriching our lawyers and burning up our energy and the lining of our stomach.
No, the best thing we can do is to show that that WE are the professionals. Demonstratethat we are better than they are by doing the best possible job and continuing to ?WOW? our customers with great service and a positive attitude.
We will be smarter in the future, and never again get so caught up in doing our jobs that we neglectto actively pursue certifications. We quickly learned that the person with 40 certifications is deemed better that the person with four, because he can command a higher billing rate. Lesson: competency means nothing, certifications mean everything. Meanwhile, I?m hoping that the CIO?s daughter lands a coveted internship with either Bill Clinton or Gary Condit.

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Wounds are still fresh

by James R Linn In reply to Part II

When my planning group was asked to look at outsourcing part of IT, we did some preliminary research and then we sent a note out to employees saying we were doing the research. We reported back the results at one of our regular town hall meetings. We found that from a totally objective financial analysis there was no savings to be had, and in a time of tight budgets stated we couldn't consider it unless we could save money.

But I have collegues at places where I used to work who have been outsourced and it has been a positive thing for most of them. Instead of being looked on as a cost centre without value, the new company looks upon them as assets. They invest in training and career development. They rotate them into other companies togive them exposure and broaden their experience.

I think that you are doing the right thing in lookingt forward instead of backwards. Now that you are in your own company you have more leverage than you did than when you were under appreciated employees. Go get them.

James

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Vote with your Feet

by jklein In reply to Part II

Seems like its time to move on, why are you still busting a gut for these people? They just think of you as head count and treated you as such. You should be looking for a new job, there are some good ones out there and you can afford to be picky right now.

Isn't the milage rate 34.5 cents a mile. How they skirting that law?

What ever you do just kick back and collect that paycheck. Since your no longer valuble to the company there cant be service that your providing that is vital to the company or its clients. Relax, your job is not important, dont bust your hump.

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Voting!!!

by diabetic In reply to Vote with your Feet

Yes, definitely plan to move on as soon as there is a sliver of light in the job market.
They skirt the 34.5 cents a mile because it is not law, it is tax code. That is the IRS reimbursement rate. They can pay nothing, part of the rate, the exact rate or more than the rate.

If they pay the approved rate, there are no real tax consequences. If they pay less, you can deduct the difference on your taxes, if they pay more, you have to declare the overage.

(Of course, I'm not an accountant,I'm a geek, but that is what I understand.)

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