-A constant flux of new directors and managers. With new leadership, regional goals always seem to be in flux. The only thing that was consistent was that something would change every 2 weeks or every month. This ranged from micromanging/policing the number of hours worked, cracking down on daily/weekly quotas, increasing said quotas every couple of weeks with no regard for the mental bandwidth of support engineers, implementing new processes with little to no ramp time to learn
-Incomplete enablement. Support engineers typically onboard for the first 3 months. But it has been in process to reduce this to 1 month. Enablement consists mainly of watching videos alone. Videos that provide little to no depth on how actual products work. Support engineers are put in a position to solve problems for a product that they barely know how to use themselves.
-It seems that the support team had its glory days a couple years back. It was a team you could be proud to be a part of. But even the founding members have since quit or been asked to leave the company politely. And in the last year, more than a dozen people just from our region have quit or gotten fired and moved onto different companies, some even just leaving due to mental health reasons. You know something is wrong when people are leaving even without another job in place!
-At one point we had town hall meetings that leadership encouraged support engineers to attend and express their concerns about the job. Week after week, I witnessed many of my peers expressing their stresses, feeling completely overworked, burnt out, and unable to keep up with the growing quotas and demands, and changes in processes regarding ticket solves, ticket assignments, etc. Every week, leadership would give the classic, thanks for bringing this to our attention, we have been working on resolving this, but then proceeded to implement another change/demand. There was also the common, we want to hear your thoughts, how do you think we can resolve this? Uh, isn't that your job? It got to the point where leadership became very apathetic to our concerns. And instead of making any changes, just told support engineers to take a mental health day, aka, take a day to gather yourself, and shutup and get back to it.
