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When Sally graduated from college, she had aspirations of finding a career in project management. And much to her delight, she landed a great position with a large, internationally-based consulting firm. In addition to billing out fresh college graduates at obscenely high rates, the company developed obscenely expensive software for large enterprises.
With the vast majority of the firm’s software development being performed at the other end of the world, they relied heavily on teams at the client’s site to define application requirements and act as the “face” for the offshore developers. Sally was hired to work on these types of teams and, and to her, it seemed like a perfect fit.
Soon after being brought on, Sally was given a thorough “onshoring” training course at the company’s US headquarters. Basically, it was everything one needed to know to be a highly-paid consultant: proper protocol for communicating between the various groups, the importance of good documentation, and a crash course in project management best practices. Everything was a little bit rushed, but the instructors explained that everything was simply an overview – the real training would be learned on the job.
On the last day of training, Sally expected to receive her first assignment, but instead she returned home without any further direction. Naturally concerned, Sally called the HR representative who had hired her and asked when she might expect to be assigned to a client.
“Oh, that’s because you’ve been temporarily benched,” explained her HR rep, “Don’t worry though, really it should only be a week, tops!” The rep further explained that while on the bench, she would receive a full salary with benefits, and to think of it as a “paid vacation, minus the vacation part.” Sally was told to take advantage of the time to hone her skills and read up on some of the technologies that the company works with.
At first, it was complete bliss: getting paid to sleep in past 10am, getting paid to eat corn flakes, getting paid to watch Jerry Springer, and then getting paid to read “SAP Best Practices” at the local Starbucks. After the week had passed, Sally gave her rep a ring just to make sure that everything was ok and when she might expect her next assignment.
“We’re working on it!” replied the cheery HR rep, “Things are kind of in a holding pattern ...recession, dontchaknow!” she chuckled under her breath.
Sally asked when she might want to touch base again but she received a curt, and almost cliché, “Don’t call us, we’ll call you.”
Skip ahead a year later when Sally’s phone rings - it was the HR department of the company that she had received a steady stream of paychecks for the past 11 months and 22 days.
Turns out that a position at a client site had finally materialized...in Seattle...some thousand miles away.
Starting Monday.
Such a sudden and radical move wasn’t something that Sally had expected, but at this point, any opportunity seemed better than baking an anniversary cake for her time sitting on the bench. So, after some quick negotiations of the wheres and whens, Sally packed her things, boarded a flight, and booked a nice hotel room nearby the client site where she could stay.
It wasn’t too long before Sally realized that something was seriously amiss. As it turned out, some requirement was mistranslated by someone, and the client didn’t actually need an off-shore liaison. No, they needed a mid-level experienced VB developer.
Of course, since both the client and the consulting firm turn around as fast as a battleship, it took two full months for the mess to be sorted out. All the while, Sally did exactly what she had done for the past year: nothing. The only difference was she had to continue living out of a hotel and report to the client’s site every day.
Eventually, Sally was finally told to return home and await a new assignment. The HR rep promised her that they had a new, tentative assignment that was “right around the corner.” To this day, Sally is still waiting for that assignment and, of course, continuing to receive paychecks. But this time, she’s spending her bench time brushing up on her job interviewing skills.
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When did the site become "The Daily BTW" (Better Than Win)?
But seriously, that has to be the first article I've ever read here where I thought, "Yeah, I could work for them". Especially amazing considering it's a consulting position, not a coding position. |
A friend of mine worked for IBM. He was only on the bench for about 6 months after he was first hired. It was otherwise basically as described - he wasn't required to do anything except be available and not work for another company, and he got paid. Then one night, while I was over at his place, he got a call from IBM. They asked him to pack immediately and head straight to the airport, and I almost didn't see him again for another 6 months, during which time he worked on something like 15 different projects and averaged around 75 hours per week. Then he was benched for a few weeks, and then gone for another year. As most of my circle of friends at that time were contractors or consultants, this wasn't that horribly unusual to us. The big differences were that he didn't have to drive in to IBM when he was on the bench, and when he was working, it was virtually never local - the only local gig I recall him having was back-to-back with another job, such that they were still able to say, "we're flying a consultant in from..." Also, I seem to recall he was required to stay in a hotel for that duration.) Any VB contracting C is going to have some excessive benching cases happen. The higher quality companies will actually pay the people, as a way to retain higher quality talent. The lower quality companies, like Manpower, won't, so most of their people will be relatively untalented. Or where you complaining about the sending of a PM instead of a VB developer? That can also happen. There's quite a few competent people with diverse backgrounds. The friend I mentioned above had only listed C++ and Java on his resume, because he was weak in his other languages. However, they sent him on numerous other assignments; he quickly learned he needed to ask what the main tech for the job was going to be, so if needed he could buy books at the airport, and read them on the plane. Not enough time to become a master, but sufficient time to become much more skilled than some of the conslutants I've had the mispleasure of working with. It really shouldn't happen on such a drastic skill set difference - but many PMs were developers before they became PMs, so it could be worth a gamble. However, I wouldn't want to make that gamble on a PM that was fresh out of college. Unfortunately, if Sally's age was not known by those giving out assignments*, or if she had been an 'older' student, they may have assumed that she'd dropped her developer details off of her resume as many PMs do to avoid being brought back in to coding against their will. And everyone can do VB, right? * Yes, the company knows how old Sally is. That doesn't mean everyone there knows how old she is. Chances are good, unless the people who select which consultant goes where are the direct manager of the consultants, they don't know. They probably don't even know how long Sally has worked there. |
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