Don't Let The Recent HR Smoke Screen Reviews Fool You... - Recensione dipendente - Dipendente anonimo presso Recondo Technology

This is Kathleen Brenk, CHRO. While I am grateful for your candid feedback, it is disappointing to read this review and hear this feedback for the first time in this forum rather than live in a town hall or via a 1-1 conversation which we encourage and are are entirely open to receiving. The leadership team has been very open about outsourcing efforts and the connected business reasons as well as honest about recent layoffs. It is a sad and tough thing to do. The organization must change in order grow and indeed reach the profitability you mentioned. I truly hope you and any other concerned employee will come speak with me or any member of the exec staff. We can't do it alone; we need One Recondo. This is Eldon Richards, CTO at Recondo. While I sincerely appreciate any and all honest feedback, I find it unfortunate that there is still so much misunderstanding about the state of the company and recent events, after the amount of communication that we have had in numerous forums. As Kathleen has already stated, we are always open to direct feedback and questions in private meetings and in our regular town hall meetings. We encourage open communication to allow us all to strengthen our company. The transformation that we have been undertaking for the past year includes a shift from driving products and technology from the inside out, to a customer-first, market-driven and outside-in approach. The executive team members who spend the most time with clients are appropriately located in various cities around the country, and those of us whose responsibilities are primarily internal are located in Denver where we can stay connected with the day-to-day operations of the company. We have implemented a number of organizational and process changes as we seek to unlock the huge potential within Recondo. Some of those changes have included reductions and outsourcing as we have rebalanced and retooled our workforce to improve our focus and to increase bandwidth for critical functions. Those changes do not include moving our Tier 1 and 2 support offshore, nor do they include moving the 'rest of Development, QA, Operations and Support' by the end of the year. Rather, they include things like building up a formal QA organization that didn't exist before and significantly increasing bandwidth to maintain and improve our market-leading business rule libraries and credential stores. We have seen tremendous progress as a result of these changes and the untiring work of our employees at all levels in the company. We have witnessed incidents drop by an order of magnitude, with a corresponding drop in off-hours support requirements for employees. We have also observed an order of magnitude improvement in product release quality. In addition, we have recently released a new ground-breaking product that leverages our significant strengths and intellectual property to address a key market need for pricing transparency. Customers are taking note about the changes that they are seeing. We are receiving improved feedback about customer satisfaction, higher renewal rates, better retention and more cross-selling than before these changes were put in place. As other employees have posted in this forum already, we are also seeing greater traction in new sales as our word-of-mouth reputation has improved. Our employees have noticed these improvements as well. Coworkers regularly come to my office to talk about how much better things have become and how excited they are about the future that is shaping up for Recondo. They are excited about the training that we have provided for leadership skills, communication skills and new processes. I invite you to talk things out with your manager or a member of the executive team so we can come to terms with the vastly different perceptions that have been communicated here and to help us build a stronger Recondo.