- Washington Suburban Sanitary CommissionNov 12, 2015
City Laurel, MD
Are you a Current or Former Employee? Former job since 2013
Suggestions for improvement
- Overall, the organization must find a way to obtain and retain quality employees while also dismissing poorly performing employees. It is nearly impossible for the organization to release even non-union employees following multiple lawsuits by former employees who were let go due to bad performance.
- Work on standardizing and enforcing updated policies and standards, especially in IT.
I dislike about the employer
WSSC defines government incompetence. Many employees are "retired in place" with little incentive to do any work. HR is incapable of releasing poorly performing employees due to Legal's inability to properly defend the Commission's decisions. HR doesn't even have the ability to force managers to report leaving employees. The General Council is generally inept with the inability to both defend the company and ensure Commission policies meet the needs of the organization. Because of the difficulty to release bad employees, IT management relies 50-75% on contractors which cost the organization 2-3 times more per hour than a full-time employee (much easier to kick contractors out). IT spends wildly on hardware and software with minimal results. Poor decisions by IT staff, lack of standardization and documentation, and old, outdate, ineffective Information Security policies lead to increased security and operational risk. Pay and bonuses are well under normal rates for the region. All of the organization's incompetence leads to large increases in water bills for customers every year, and the attitude of the Commission is, "spend what you want, we're a billion dollar company!"