SCC Jobs in Bracknell, England

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30+ days ago

Senior Project Manager

SCC Bracknell, England

Are you looking for … a secure and stable career with longevity, recognition and opportunity? As Europe’s leading privately owned technology…

25 days ago

Customer Support Engineer

SCC Slough, Berkshire, South East England, England

Main duties of the jobs Provide seamless IT support the the evolving operational needs of scc clients. Primary Role Provide technical support to…

30+ days ago

Internal Account Manager

SCC Bracknell, England

To log and record all relevant customer information on our customer management system . Working as part of a structured team you will be dedicated…

30+ days ago

Service Architect

SCC Bracknell, England

Services annuity business with experience of outsourcing comprehensive services from Service Desk to Infrastructure Support. Main Duties of the Job… SCC

SCC Reviews

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SCC Chief Executive James Rigby
James Rigby
85 Ratings
  • Helpful (7)

    Where to start....

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Current Employee - Sales in Bracknell, England (UK)
    Current Employee - Sales in Bracknell, England (UK)
    Doesn't Recommend
    Negative Outlook
    No opinion of CEO

    I have been working at SCC full-time (More than 3 years)


    Some very good people. For me it's conveniently located, but that's about it....


    I have sat in meetings with a couple of hundred grand worth of salaries sat around the table and achieved nothing for hours on a regular basis. The company lacks direction, is stymied by internal politics and the drive to cut costs. Some of the most hard working people in the company are paid a pittance when compared with senior people who are not worth their car allowance, let alone their salary. I work with various departments in the company regularly interacting with Sales, Internal Sales, Consultants, Operations, and various administrative departments. 1. No-one is given proper training upon starting. They are taken to head office for a half day orientation. No-one tells them how to use the various tools on the intranet to do their jobs. I regularly have to explain to people in various roles how to update their contact details on the directory, submit a task to another team, or find out who quotes a particular product. This is not part of my job. Usually the gratitude in finding someone who has made the time to be helpful is obvious, but then you have someone who phones you for advice on everything while they are finding their feet. No wonder no-one else does it... 2. No-one will innovate or improve processes. You point out a flaw in a process, report or similar, and people are either afraid, or too lazy to change it. Two responses are common "It's always been like that" or "what's the point of changing it?" There is currently a drive to update various internal systems as they are out of date and inadequate, but this means that people are happy to stick with the status quo and await the new, which is probably a couple of years off yet. 3. Specifically on the point of internal systems - there is no central repository for customer information, contract data, etc. We have regularly come across Sales teams and Customer Service Delivery Managers who have no idea what is written in the contracts they are supposed to assisting in or overseeing the delivery of. 4. Sales - Management like to keep sales on their toes and cover up the high employee turnover to customers by doing regular sales shuffles. They fail to understand that people buy from people, not companies and this is highly counter productive. You will lose an account when you screw up if there is no familiar contact to rectify and smooth over the issue ans repair the relationship? 5. Reviews, prospects, support, training.... None existent as far as I can tell outside of Birmingham. I've never had a personal review, I've been told I cannot be spared for attending training as it's up at H/O, been told that "you don't want to be nominated as an SCC champion - it goes on the intranet with a really embarrassing photo". I had to leave to get a payrise, and coming back was a big mistake, it has only gotten worse. 6. No-one in my team has had a payrise since joining - then biscuits! Don't make me laugh, how about a proper bonus, or a half day off to do the Christmas shopping? 7. Charity - the company likes to talk about what they do for charity, but the most common thing is making money out of it's employees. There are constant dress down days for charity, anything from two to four a month at present (contribution recently reduced from £2 to £1) along with other groups doing charity events with encouragement for employees to contribute. How about the company matches our contributions - that would be a real sign of commitment to support these causes and wouldn't cost the company much? SCC and it's employees pulling together for a change? 8. Management - they are reactionary, pulling targets out of thin air (as it's so hard to measure previous achievements), moving goal posts and giving no clear leadership. Most of those I have dealt with in various parts of the organisation seem to do very little to contribute, issues raised are often ignored, or put off. They are often uncontactable when really required to make an actual decision. 9. Romania - I deal with various people over there, and in the most part they are good. But there are issues, there is a bad perception of them with the customers, we find there are often language barriers when requesting work from them (lost in translation) and quality issues. But the primary issue is that no-one appreciates being told (as I have been) that their job may go over to Romania. Customer facing teams don't stop at the Sales people, lots of the company administrative and operational staff interact with customers regularly and helps shape impressions of the company. Having these jobs go abroad also will harm the company image, quality of interaction with customers (communication, accuracy etc.) and demotivate the remaining staff. 10. Every team in the company is being asked to do more with less people, to a ridiculous degree. Leavers are regularly not replaced, or replacement is put off. Lots of areas of the business have a single person who is the only person who can do a particular process or access a system or record, or sign something off. Not by design, but by attrition. Those that are supposed to cover the gaps fall into two camps - "Computer says no" or those often unsung heroes that will move heaven and earth to try and resolve an issue of they can. We don't' have enough of the latter, the company can be very compartmentalised, and people often don't realise the impact of their roles upon the end results. Teams who only talk via Task manager or email can often end up being obstructive. Sometimes it pays to pick up the phone, do a little investigation, or just check up that someone has got your message? Isolation, lack of communication, lack of understanding of the whole process/picture is a huge problem. People who don't interact with customers directly, can't understand the urgency of the person who will have to meet the customer face to face tomorrow? I could go on... There are many individual horror stories regarding practices I've seen or experienced which I could recount, but I hope this review will make a difference, and so tried to keep to more general universal issues.

    Advice to Management

    How about you show some of these reviews to James Rigby, and don't respond until you have something constructive to say? We can tell from previous responses that no-one in management has actually seen these comments. Stop sticking your heads in the sand - lots in the company is broken, but you don't have to wait for new internal IT systems to start fixing things. Sticking to the same processes in the new systems will give the same bad results so take the opportunity to improve. Start valuing your staff, do more to retain the people you have and take the time to invest in them to make them more effective. We don't care about stays in hotels, our face on the intranet or the vague possibility of a holiday. We want better working conditions, the possibility of review, advancement and payrises. Exit interviews would be a really good idea, first company I've ever worked for where there are none? And before you come back with the stock response, I have aired all these views to my direct line manager, who is in agreement but is in the same situation, they have taken their views to their line manager and mostly been brushed off or ignored. I shall be leaving as soon as a suitable position presents itself. I cannot live with the frustration that I experience working for this company, and the ironic thing is that those like me who get frustrated are the ones who actually care, take pride in their work and want to improve things. But we feel like we are the few and the company is too set in its ways, too big an animal to change in any meaningful way. How about you prove us wrong?

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