And then they get mad when immigrants come work here in the USA.
It's practically the same thing!
----- Original Message ----- From: "Kai" <kaixiong@xxxxxxxxxxxxx>
Sent: Tuesday, March 07, 2006 3:01 PM
Subject: [bct] Re: Dell Nightmares-- Larry's walk
Greetings Neal et al.
I'm sorry, but I think that if you can't speak the necessary language, you should not be performing the job. Just as no one would hire someone who couldn't do math to be a secretary or clerk, so too should they stop hiring people who speak English as a fish might speak avian.
I've nothing against people trying to get a job, but really. When it comes to technical issues, where specifications and such are so English dependant, you really need to either know English, or find some other occupation.
I understand that companies are trying to maximize revenues by outsourcing, but you gotta wonder where the line should be drawn.
-----Original Message----- From: blindcooltech-bounce@xxxxxxxxxxxxx [mailto:blindcooltech-bounce@xxxxxxxxxxxxx] On Behalf Of Neal Ewers Sent: Tuesday, March 07, 2006 2:49 PM To: blindcooltech@xxxxxxxxxxxxx Subject: [bct] Re: Dell Nightmares-- Larry's walk
Debee, I can certainly speak about the outsourcing. I have nothing against people from other countries, but the last call I made to tech support was answered by a person in the Virgin Islands. The problem was, his English was so poor, that I really don't think he had a clue about what I was asking.
-----Original Message----- From: blindcooltech-bounce@xxxxxxxxxxxxx [mailto:blindcooltech-bounce@xxxxxxxxxxxxx] On Behalf Of Debee Norling Sent: Tuesday, March 07, 2006 4:43 PM To: blindcooltech@xxxxxxxxxxxxx Subject: [bct] Re: Dell Nightmares-- Larry's walk
A couple of comments. I think Dell is getting too big because the products used to be higher quality. It seemed like this happened too with Gateway about ten years ago; they had great quality control, got really popular, and suddenly everyone was complaining about purchasing lemons from Gateway.
My guess is that if Dell screws up enough, it could actually be to our benefit, because they'll get bad press, spend more on quality control and gradually move back up towards producing a better product. So I'd maybe buy a Dell five years from now, but not today!
I worked in tech support for ten years, and I can tell you three dirty secrets. First, as a product support rep, you aren't graded on the quality of your technical help, but you are most often measured by the number of calls per hour you can crank through. I remember at Stenograph, when I was managing only thirty calls per hour and was told that I need to notch up to forty to be like the "best" people in the department. Later, when my productivity-happy boss got promoted, my new boss promoted me to a tech support lead because of my technical knowledge and not, happily for me, the call volume.
The second dirty secret is that tech support is really being outsourced. High-tech sweat shops employ workers barely over minimum wage with just a week or two of training to provide cookbook answers to common problems and to get the customer off the phone as quickly as possible. I know of three big call centers in Sterling Colorado, Atlanta Georgia and Buffalo New York that actually handle many large companies' tech support contracts. In this environment, it is better to hire people with less tech skill, because the average workers will be able to demonstrate higher productivity -- they will have fewer clever troubleshooting suggestions to offer.
The third dirty secret is that if you, the customer, threaten to complain to an entity that matters, like the media, your problem will be moved out of the sweat shop and if one is available, on to a tech who is really savvy. The trick is to get the company to desire themselves to solve your problem rather than them just wanting to get you out of the over-long hold queue.
For example, at Caere, when they promoted me, I stopped talking to ordinary customers. I was called the lead OmniPage technician but ordinary people no longer had access to me. Instead I talked exclusively with the big accounts, like Kinkos, that had several thousand licenses and who requested an experienced tech to work with them. My call volume was no longer monitored and I was free to actually solve their problems! This is because Caere had large clients, like recruiters, who scanned thousands of resumes a day, and they wanted to keep those clients happy. It mattered little if the average Best Buy purchaser was satisfied.
So the ordinary customer had to either talk to a sweatshop worker or plow through the limited knowledge base. I wrote many of the knowledge base articles but then some idiot weedede them down so that each consumed only one screen, cutting out 75% of my troubleshooting suggestions.
When ScanSoft bought Caere and moved aggressively towards promoting their knowledge base, I was amused to find that they ressurected those long first drafts of many of my articles in an attempt to -- guess what -- reduce their call volume!