Oracle Technical Support Analyst II reviews

I was given a laptop that had a lot of issues and spent weeks trying to get it fixed. I got special permission to work with the IT team onsite - normally you have to use the regular IT team that is in a different state. I tried everything they suggested and it never worked. Thankfully it got damaged and I got a new one. We were required to work in the office, which might be helpful to learn from others, but all the folks on my team were in different states, so there was no reason to be stuck in an open office with a group of strangers, unless having them swear and make disgusting noises (if I needed to make that kind of noise to clear my nose and throat I would find a restroom) while I'm on calls or trying to focus is a perk. They announced to the customers that we were now paying attention and caring about them. Several months later, they rolled out a 5 session training where they told us all to bend over backwards to help customers, but they never sent the memo to my manager, or to the developers who would put us on trial if we ever submitted a bug. I would spend over an hour with my mentor on each one - never submitted one without his help. He would say it looks good, but they're still going to _____ about it, and they always did. There are a lot of folks here who are unwilling to share their knowledge. I got assigned a new mentor and all she did was rudely criticize my work - the simple part of identifying the customer's question, etc., and she never helped me learn anything. I requested to be put back with my former mentor and he at least helped me, even though he often didn't explain what he was telling me to tell customers. He did help me learn a complicated process involving a spreadsheet after the guy that was assigned to train all of us on it asked who had figured it out and spent 15 minutes telling us how terrible we were for not being able to figure it out and then left the zoom call. Lovely waste of time. After I learned how to do it, I wrote some documentation about it. I sent a copy to my manager who sent it to the product manager, who was excited that it was something she could actually follow. I pride myself on step by step instructions. But when I went to get it published, I was told that we don't publish detailed instructions like that. On that note, the documentation is all vague, if you can even find it. A lot of it is written by ESL speakers and the titles of different documents and use some obscure language that is not what most people would think of when doing a search. After a few months of worthless training videos that really don't explain the way the system works, I was told that everyone is expected to train themselves. Everyone I was hired with was frustrated. We tried to learn but it would be so much easier if people would share their knowledge, and if the videos were helpful. They would click somewhere and I would rewind 8 times to try to see where they were clicking. Documentation would miss crucial steps, like clicking on the strange grey thing on the right that doesn't look like a button at all to reveal a menu that is pretty crucial. Documentation and videos often contained acronyms that were not explained and could not be found in the document of acronyms. I recall one gal helping me, it was so nice of her but she was so busy I couldn't often ask. I asked her how she managed to know what she was doing and she said her degree was in databases. So either they should have hired only people with database degrees or they should have provided some decent training. What an inefficient use of man-hours. I came in wanting to really create some great documentation and make it easy for anyone to learn, and I did that as far as I could, but it seemed everyone was trying to prevent me from doing so. My manager encouraged my mentor to ignore me so he complained to me one day that "I can ignore you on slack but it's harder to ignore people here when they come up to my desk". Another time I messaged another team member about a particular customer issue, he told me what to tell them in very vague terms. I told him I didn't know how to do that myself and asked if he could give more clear directions on how to do it, and he wouldn't even reply. That was par for the course. I asked a developer about ETA for a bug and he ignored me. I asked his manager and they ignored me too. Finally I found an ETA listed in the bug, gave that to the customer, then in the next meeting with the developer he got upset that I gave the customer that. He said we never give the customer an ETA. I tried to ask him how I could get one from him and he just told me that we don't. Yeah, bending over backwards. On another issue my customer said they couldn't do something after a certain time or it made issues in the system that could end up costing a lot of money and getting their company in trouble. My manager told me not to submit a bug, but to tell them to ask other companies what they do in this instance. Seriously, they are paying for the software, they should be able to use it whenever they want outside of maintenance. My customer centric attitude was definitely not appreciated here. There was a manager who always looked at me like I was disgusting whenever I didn't wear makeup, I was dealing with health problems and sometimes didn't have the energy to put any on. After I got laid off, my mentor complained to me that they were overloaded, and that upper management was asking if they were taking on each other's work to get caught up faster. They didn't seem to understand that while that works when one person has too many issues in their queue, if everyone has the same problem they can't take on more work. Apparently those high salaries are inversely proportional to the amount of common sense those folks have. Everything is so siloed, there are different sections of the software and everyone spends all their time trying to avoid working so they always say it belongs to another team. Once I took on an issue because it was close enough, I just wanted to solve it but no one would help because it wasn't 'ours'. Meanwhile the other team that it was related to wouldn't help because they said it wasn't theirs either. If there were decent documentation I could have just sent it and been done.

- no salary hikes - slow growth/promotions