I worked for SSOE for 6 weeks, and got zero training, and very little help assimilating into the culture.
Took 4 days to get a workstation.
Was advised I was overpaid, relative my peer, within two weeks with no training
Asked for training plan and it was never provided or resourced
I had extensive experience with hi-tech design and construction but the tools to manage scope, schedule and budget were extremely archane - everything was based on complex spreadsheets that only the creator could understand quickly. A simple menu driven database would have improved productivity and learning curve.
This acquisition hasn't worked for SSOE. Very little focus on creating a common set of values across divisions. The culture was conditioned by fear of job loss, and as knowledge company people were reluctant to share knowledge. HR's only role seemed to be hiring and firing. HR needs to create an organizationlal development function to create one culture with strong emphasis on assimilating and training to avoid VERY high turnover. They don't seem to realize the cost to them and their employees. The overiding emotion that governs the work place is fear. The primary client in Hillsboro is very frustrated with lack of integrity. (Schedules were committed to knowing in advance they couldn't be acheived) . The client has seriously drifted off the streamlined process they once had too - exacerbating the issues further . Both parties need make and meet clearly defined expectations The "management/leadership did 70% of the work due to lack of a well articulated plan and lack of on-boarding. Clear metrics need to be created around true resource utilization, reviewed quarterly with the executives in Toledo, and improvement plans IMPLEMENTED.
I got entangled in its poor administration of benefits. It took me 3 months and a considerable amount of money to unwind their issues for them. They did compensate me for my lost time and resources. It took the involvement of the CEO to get this straightened out.
