I was hired around 4 years ago as a sourced computing help desk agent and gradually my contract has expanded to include hundreds of agents and a leadership team at a major global company.
The company we work for has only gradually let go of control of the organization and for the last couple of years all knowledge management, strategic planning, scheduling and general high level decision making stays in the hands of the company we work for. What I run into is that there is almost zero accountability with those folks that stayed on to intelligently handle knowledge, strategic planning, scheduling and other things and it makes it very difficult to be successful at improving the quality of support.
My question is... is this a smart way to outsource an IT function? It seems to me that leaving important functions in-house that affect the success of your contracting company like that would be unwise. The in-house employees have a vested interest in subverting the contracting company and making them unsuccessful to try and keep their own jobs overpaid positions.
Just wanted to get the thoughts and experiences of this forum because our contract leadership team is working endless hours and only now after many years gotten to the point where we can see the removal of these obstacles. In retrospect I question the wisdom of sourcing gradually in this way...
Reply With Quote
Bookmarks