Fiserv EFT Solutions

  www.cardsolutions.fiserv.com
  www.cardsolutions.fiserv.com
Work in HR? Unlock Free Profile

Fiserv EFT Solutions Jobs & Careers in Irving, TX

Hiring? Post a Job

Show:  All Results Last 7 Days

No jobs found – change your filters above for more results

Fiserv EFT Solutions Reviews

16 Reviews
2.2
16 Reviews
Rating Trends

Recommend to a friend
Approve of CEO
(no image)
CEO
2 Ratings
  1. 2 people found this helpful  

    Process over results. Mediocre benefits, disconnected management, expensive health care, frequent re-orgs, low morale.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Project Manager
    Current Employee - Project Manager

    I have been working at Fiserv EFT Solutions as a contractor for more than a year

    Pros

    I'm lucky enough to work in a showplace office where a the majority of executives and senior leadership work; the facilities are nice even if they are showing their age; and the cafeteria serves the best food of anywhere I've ever worked. Bring bug spray if you work in other offices. You do get to work from home pretty often. If you're the type who likes to keep their mouth shut and do as-told, you will do well at this company by simply following process and making friends with a few key long-term employees.

    Cons

    Extremely heavy process footprint. Project quality is measured by adherence to process; budget/schedule variances and level of re-work are secondary considerations. Adherence to process is prioritized over common sense or even quality of end-results (opposite of most companies). Every project must go through multiple toll gates and governance reviews - projects which would take 4-6 months in other companies literally take years to complete at Fiserv. Project re-scopes, cost over-runs, and schedule delays are extremely common. Lower and middle management has built a set of processes and reporting structures that hide these problems.

    Process and governance developed in a vacuum. Most of the company's internal business and operational processes are developed without input or feedback. The corporate Governance board is staffed with brand-new managers only 1-3 years out of college or long-term line and project managers who have never been promoted, very few in-between --- those who are least-qualified to develop best practices. The governance board and other gatekeepers feel strongly that they are the team who really runs the company and often say so out loud in public meetings.

    Excessive middle management layers and constant re-organizations. Re-orgs happen several times a year, with at least one major re-org per quarter. Politically well-connected individuals move up quickly while others languish, which has led to a large core of long-term employees in junior-to-middle management - many of whom started with the company straight out of college and have never worked anywhere else - being promoted well past the Peter Principle. A large number of junior and middle managers are still in the same roles after 20+ years, having created overly-complex and undocumented business processes to ensure they're secure in a role where don't have to work very hard or contribute anything new. Easily 10-15 percent of middle managers across the organization perform functions that could be duplicated by an automated spreadsheet extract or scheduled process within Remedy and/or Clarity/SAP.

    Poorly-trained technical staff. The level of technical knowledge and experience is generally fair-to-mediocre, especially among middle managers and long-term employees.Most operational units are much more interested in controlling their work intake queue than in producing high-quality or on-time results. Technology decisions are made based on what's easiest for a given team's work load, or what products the staff is most familiar with, rather than on what's best for the company's long-term technological competitiveness. Data centers are touted within the company as "state of the art facilities" while they are actually designed and built around mid-1990's to early-2000's era principles.

    Advice to ManagementAdvice

    Break the insular and self-reflective culture. Re-train or re-assign any manager who's been at the same level for 20 years or more (there are an awful lot of those in this company). Provide more-extensive training for the technical staff. Focus layoffs and restructurings on those who've not grown or progressed (clean out the excessive layers of middle management) rather than following the "last hired first fired" mentality.

    Doesn't Recommend
    Positive Outlook
    No opinion of CEO