The Fresh Market is EXPENSIVE.
Your PTO hours are accrued throughout the year. Only 40 hours can be rolled over to the next year. Give us our allotted hours for the year all up front on Jan 1. Give us an option to sell unused PTO if only 40 PTO hours can be rolled over. OR just get rid of your 40 hour roll over cap.
The volunteerism is a great idea but don’t hold it against employees who do not take advantage by withholding Eagle Club. I would be more inclined to actually volunteer if it wasn’t tied to a religious effort.
DCO and CET (electrical and mechanical) were combined into one role. Let me repeat that: Three careers, three different trades, were combined into one. What makes it even worse is, you have 18 months to become competent in all three careers, get a success profile book signed off, for a 2-3% raise. No one really knows how much of an inventive this will actually be, because they won’t disclose the pay scale for this new position, which they have termed “Jack of all trades.” Who would really want to learn 2 other careers for anything less than 10-15% salary increase when one could easily find another job for 5-10% salary increase for way less responsibility? DCO gets a 3% raise in order to close the pay gap between DCO and CET, but if you were making less than $30/hr, that 3% does not close that gap. CETs get nothing with the restructuring. They have to qualify as a COT1 first before seeing any monetary incentive. I don’t think one person from the manager level down was ever consulted about this restructuring. When this business plan was introduced and we were given an opportunity to ask questions, someone asked if we (techs, leads and supervisors) were going to be asked for our input. The answer was “this going to happen sooner than later.” So the answer was basically a resounding NOPE. This restructuring was rolled out with very little thought and no plan of action as to how we are going to make it work. FacOps is left trying to figure this out on the fly.
Former DCO Team Lead and DCO Supervisor career paths were destroyed. This applies to all QTS sites. Their next level for career path was either DCO Supervisor or DCO Manager. With this new organizational restructure, they were demoted to COT1, expected to keep their daily Team Lead/Supervisor responsibilities, and now have to climb the ladder all over again. They have to qualify for COT1 first, then cross fingers a miracle happens to get promoted to COT2, COT3, COT Supervisor, then COT Manager. But wait, they already transitioned CET supervisors into COT supervisor, so their ceiling now stops at COT3 until a Supervisor or Manager position opens up.
DCO has always been an after thought when it comes to FacOps. There were 10 DCO techs with half the customer base just a few years ago. Before this restructuring, there were 4 DCO techs with twice as many customers. (Guess what, another DCO tech just quit for greener pastures, so that leaves 3 DCO/COTs to keep the site running, learn electrical and mechanical, and cross train the electrical and mechanical techs - all the while maintaining a 24x7x365 data center. Have you heard of burn out?)
Diversity and inclusion is non-existent. The majority of people in Site Director positions, all the way up to Chad Williams, are mostly white males. There is an apparent love and bias toward those who served in the Navy, especially on a nuclear submarine. I respect our veterans but when a veteran is hired or promoted without the qualifications over a current employee with the qualifications, then I have a problem. I’ve seen capable and qualified employees get passed over for open positions for a Navy Veteran, or an outsider. I’ve also seen Navy Veterans get promoted 3-4 times within 2-3 years when our policy for promotions is 12 months in your current role to be eligible for a promotion. If you are a minority, your ceiling for career growth is low. Powered by People is nothing more than a catch phrase. It’s more like Powered by Veterans and God.
