I feel Service Zone, Inc. Has retaliated against me for questioning the status of my salary increases and for refusing to take part in what I consider unethical business practices.
Immediately after I notified upper management of discrepancies regarding the dispensation of salary increases, my salary increases stopped abruptly. Former Site Director, Kirby Noland, did have a discussion with me explaining that salary increases would now be based on a performance review occurring every 90 days in which coaches could receive an increase of up to 10% of their current salary.
Since that discussion, all coaches having taken the assessment with me received a third salary increase where I have only received two. At the time I was due for my third increase, I had trained more reps than any trainer and the teams I had coached (all but two were transition) were consistently among the site's top teams in every metric. Even after I had not received my increase, I remained one of the top performers in the site.
I assisted the training dept. During the ramp up in hiring and even worked from 7am-1am whenever another trainer was absent. While coaching, I trained the majority of the site's Remote Assistance reps and even trained on the fly when necessary to help the site meet service level for RA.in August of I was required to coach two teams at once and still my stats were among the best in the site. My records show that 5 ESRs approving a salary increase for me have been submitted by Sponsors and only 2 were given to me.
Just after our rollout of the Siebel training, I noticed that the actual hours trained drastically differed from the hours reported resulting in our client being overbilled. I reported this discrepancy to my superiors including Mr. Noland.
I have reported three incidents of sexual harassment in the site. Only one of these was reported to HR. One incident that was not reported involved threats of violence towards management. No action was taken and no investigation was conducted.
While coaching an Operation Checkpoint team, I discovered that blocks had been put on their phones so that our client could not audit them. I reported my disagreement with this action and with the altering of my teams metrics for appearance. Since that time I have not been asked to participate in Operation Checkpoint.
I discovered that the roadmap training was being deliberately withheld. I informed the Sponsors and Mr. Noland before his departure. I also informed Wyatt upon his visit to Starkville that the roadmap training was not being trained, that none of the trainers even knew what "eweb quiz" was, and that neither trainers nor coaches had any idea how to run reports from the L2 database. Within one week Mr. Pat Harrington began spot-checking me during training. After finding that all was in order, he questioned reps in my class who later advised me that he had manipulated their statements in order to show wrongdoing on my part. Mr. Harrington called a One-on One with me and the rep where this information was brought out. Mr. Harrington apologized to the rep afterwards.
Following this incident, emails regarding policy changes and procedures that I and my team are responsible for were sent to all other coaches working a day shift but were not sent to me until several days later almost ensuring that my team would not be compliant. I informed a Sponsor and for this reason, I moved to a night shift.
When the Starkville site's quality dropped, a new policy regarding the status of Service Request's and when to close them/leave them pending, etc. Was rolled out. Each up training session for this new method of documenting was prefaced by a speech from the new site director in which he threatened our termination should we fail to follow this new policy. After the session, I reported to my superiors that I felt that the new policy was not in accordance with the client's instructions and could be considered fraud.
Within one weeks time, I was called to a One-on-One with Starkville's new Learning Manager. During this time, Sponsors had informed us that there was a new LM but he was never introduced to us and we were not told his name. The subject of the meeting was that I had "sent an email to trainers when it should be kept within the confines of management." This was obviously retaliatory since the email in question was an electronic copy of my teams up training reports (sent to trainers because I did not know the identity of the new LM) asking whether I should be giving any information about our site to Mr. Frazier since I had no idea who he was. To complicate the matter, Mr. Frazier's emails do not contain a signature, mention of his title or of his position in the company.
Outlook's Contact List shows him to be the LM in Andalusia, AL. Before sending the email containing the training reports, I sent an email to Mr. Frazier asking him if he was the new learning manager at the Starkville site. Mr. Frazier, however, chose not to respond to the email and instead held a One-on-One in which he referred to me as "son" and stated that since HE had called the meeting, I would not be allowed to speak. Mr. Frazier's behavior was highly unprofessional and demeaning towards me.
The newest Site Director at Starkville has stated publicly that all overdue increases would be received by the second week of December. To date, I have still not received any of my overdue increases. Still I continue to grant good faith and rely on the my wage agreement with Service Zone, Inc.
The denial of my increases began after reporting discrepancies in salary increases to upper management and reporting various unethical business practices to local management. Since then, each time I have reported further incidents of unethical conduct, I have received more and more negative reinforcement. I can only view this treatment as retaliatory. To date, every coach and member of management who has reported such occurances has been terminated.
Jason
Tupelo, Mississippi
U.S.A.
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