Conference 7.286::digital

        It's legitimate.  I've seen the same memo through other sources.
        
        Tom

	Who is really being asked to go where? This memo is a little light
	on detail for me.

				Alfred

    I thought *all* U.S. employees were asked if they would like to
    volunteer for a temporary or permanent field position (excepting, of
    course, the people already in the field). At least that is what the
    paperwork said from the presentation our group was given.
    
    -Glenn-

    No one asked me. (I would very likely volunteer so maybe that's
    why no one asked? :-)) Perhaps it is only people in sales related
    areas (DECdirect, order processing, marketing, and stuff like that)
    who are being asked. I haven't heard of any engineering or
    manufacturing people being asked. (I'm an engineer working in an
    over staffed manufacturing plant BTW. I'd expect that some of these
    people whose job it is to look for a new job would be prime 
    candidates for this kind of program.)

    			Alfred

    re .3:
    
    There's a difference between U.S. employees and DIGITAL employees who
    reside and work in the U.S. The first report up through Dave Grainger;
    the second group is a superset of that. I suspect the folks who
    received the presentation you mention are primarily from the first group.
    
    This is the first I've seen of the memo; I'm in a corporate support
    group, reporting up through Don Zereski.
    
    Marge

    The memo is specifically addressed U.S. FIELD Employees. That does not
    include engineering cost centers, nor corporate level field service,
    software services, etc functions. 
    
    I do not know how manufacturing is structured. Being in a manufacturing
    plant does not necessarily make you part of manfacturing, btw.
    
    gary

    Our group has already had the presentation, so I can add a little
    more info to what's been said.
    
    - It is open to all U.S. employees, but there is a list of "Source
      Managers" who have comitted to supplying a certain number of people
      to the program.  I suspect that these groups are hearing about
      it first.  
    
    - There is no (or extrememly minimal) training involved.  You are
      expected to already have the skills needed for the job.  There
      just isn't time (or resources) to train volunteers who have no
      experience or knowledge in the areas they need help in.
    
    - There are job descriptions (which include which skills are required
      for which job) available.  There are some job locations listed.  
                                                    
    - You can volunteer for full time temporary (4-6 months full time)
      or you can volunteer for part time (2-3 days per week) in a local
      area.
                                                 
    - To apply volunteers fill out a one page application.  You list
      your skill set, your preference for job and location, etc. And then
      they try and match you up with the jobs they have.
    
    - Molly -

>    I do not know how manufacturing is structured. Being in a manufacturing
>    plant does not necessarily make you part of manfacturing, btw.
    
    I know. On the other hand it does mean you spend a lot of time with
    people who *are* in manufacturing. 
    
    			Alfred

I am a "U.S. FIELD EMPLOYEE" and

(a) the memo has not been forwarded to me yet,

(b) my boss has not discussed or mentioned it,

(c) none of my co-workers are aware of it.

This is S.O.P. for a memo like Grainger's.  I bet I see it around 25-April,
with 45 forwarding headers on it.  Note that Dave's message says to
"ensure...WIDEST (emphasis mine) possible distribution."   Not QUICKEST
:^)

Feeling cynical today,

K.

    	Re: .4, .6 and others

    	I think engineering groups are involved as well.  Our group was 
    told about it (we're software engineers), and given the volunteer 
    sheets.  We were also told that it was (supposedly) for all US 
    employees.  The information about what things they're looking for 
    seems a little sketchy, but I guess when calls come in, managers 
    can screen for more info.  Also, all costs are supported by your 
    own management.

    	Amy

    Doesn't sound too voluntary to me.The memo gives me the impression
    that someone from a well staffed office in,say,the Southwest,may
    be politely asked to "temporarily" help out in downtown
    Pittsburg.(sorry,Pittsburgites)
    
    PS: You'll probably get some sort of black mark against your name
    if you refuse too many "requests"
    
    Ken who is feeling particularly pessimistic.(it's my back)

>we will be challenged to minimize overhead and Headquarters costs while
>maintaining our investment in the Field Selling and Services functions.
>Therefore, I would encourage employees to view the All Hands on DEC program
>as a unique and valuable opportunity to acquire new skills and experience,
>thereby enhancing their ability to contribute to Digital's future needs.

    I laughed real hard over this section when I got the memo the other
    day!  I just love understatement!  Am I the only one who sees enough
    space between the lines here to drive a truck through?
    
    Al
    

    Hmmm, I guess I feel a need to defend this program a little.  I
    get a completely different gut-feeling about this thing.  I think
    the company is doing something really smart.  Everyone (in the
    external analysis) catagory agrees that DEC's biggest shortcoming
    is in our Customer Service and Support area.  I think it's great
    that DEC is willing to do this kind of program to help in that area.
    
    We aren't the first company to do a program like this.  In fact,
    we're one of the last big companies to do something like this.
    
    I really don't think it's an all out effort to re-deploy large
    numbers of employees.  You are GUARANTEED to have your old job
    back when you're done.  And I doubt managers are going to do too
    much individual "encouraging" to get people to volunteer, because
    your own (current) CC carries the expense while you're on the 
    temporary assignment.  It isn't going to do any good to try and
    get rid of the dead-wood because you're still going to have pay
    for it wether it's on temporary assignment or not.  
    
    The memo does say - that if you really like your temporary 
    assignment - in a few cases, there may be a possibility of
    permanent employment.  
                                                    
    Anyway - maybe I'm naive about "big business", but I see this as
    a very positive program and I think it's great that DEC is flexible
    enough to do something like this to help itself out of a bad time.
    
    - Molly -

    Just thought of one other positive aspect of this program:
    
    I know *several* people who are really unhappy or bored with
    their current jobs, but are too lazy (or insecure/uncertain) 
    to do anything about it.  Here's a chance for them to try something
    new without much effort (one page application - no interviews),
    and then still have the security of knowing they come back to 
    their old job.
    
    - Molly -

    I heard by mail that the people here in NIO, the manufacturing people,
    who are on redeployment heard about this program last week. Maybe
    I haven't had my ears open enough.

    			Alfred

    I think it's a good thing that DEC has people like VICKI::BACON
    who tend to see the good things in a program.These people lend balance
    to the over-all dark view some of us have.

    I'm in software engineering in Spit Brook, and my supervisor told
    our project about this thing last week.  No clue yet on what it
    really means to us, or whether we can expect to be allowed to slip
    product schedules or content to accomodate it.  (Hah!)
    
    		Steve

re: .14:
    
:        I know *several* people who are really unhappy or bored with
:    their current jobs, but are too lazy (or insecure/uncertain) 
:    to do anything about it.  Here's a chance for them to try something
:    new without much effort (one page application - no interviews),

    On one hand, Molly, I can see the positive aspects you're pointing
    out.
    
    But on the other hand, if a person is too lazy or insecure or uncertain
    to do anything about their own poor situation, can we really expect
    that person to suddenly become ambitious, motivated, secure, and
    certain while working in this program?   I'm particularly concerned
    with this because I sense that there will be a considerable amount
    of interaction with customers.
    
    Just thinking through my keyboard...
    
    -Monty-

    re: .13,.14,.16
    
    A pox on all of you who don't appreciate a little dark humor.  May
    you get a smiley face with every keystroke today!
    
    Al
    

       	An interesting coincidence is that while "All Hands on DEC"
    	is in the works, there is a simultaneous movement to shift
    	some/much of the emphasis in Field Service to the CSC's.
    
    	Several dozen CSC req's were opened here some weeks back (and 
    	massive interviewing has been taking place around the country 
    	to help fill these openings.)  They're all internal hires, and 
    	most will come here from Field Service, evidently.
    
    	If all this sounds too far-fetched to be true, check the job
    	listings for the CSC.  By all accounts, the list of internal
    	openings goes on forever (almost.) :)
    
    	The CSC here is bursting at the seams, and even the local
    	papers are carrying the story that Digital is scouting for more
    	building(s) around here.
    
    	Just a few years ago, we only had around 2,000 employees here.
    	According to the local papers, we are up to 3,500 and climbing.
    	At a CSC meeting a year or two ago, we were projected to reach
    	5,000 within the next couple of years (in total employees, CSC
    	and non-CSC.)
    
    	Other hi-tech companies in the Springs are laying people off.  (All
    	this growth within Digital is making our local competitors crazy.)

    	By the way, I should add that some other hi-tech companies (like
    	CRAY) have moved in (to the Springs) where others have left or 
    	laid people off.  
    
    	However, according to a report I read in a local Colorado Springs
    	paper, Digital is the largest private employer in this city
    	now.  
    

    I thought that it wasn't Kens philosophy to become the largest employer
    in *any* town.
    
    ?
    
    

    	RE: .22
    
    	> I thought that it wasn't Kens philosophy to become the largest
    	> employer in *any* town.   ?
    
    	Well, Colorado Springs isn't exactly a "town" (unless you meant
    	to use the words "city" and "town" interchangeably.)
    
    	We do have at least 200,000 people here, if I'm not mistaken,
    	plus a million or so more up the road in the Denver Metro area.
    
    	We're not completely out in the boonies, ya know.  :)
    

	yes indeed, manufacturing is being asked to provide 
	people to this program, as described (distribution
	lists removed) below.  I have not seen anything
	directed specifically to engineering groups, beyond
	the reference in dave's memo in .0


From:	NAME: Lou Gaviglia                  
	FUNC: U.S. Mfg Admin          
	TEL: 282-1500             <GAVIGLIA AT A1 at NHL at WJO>
Date:	22-Mar-1989
Posted-date: 22-Mar-1989
Precedence: 1
Subject: "ALL HANDS ON DEC" (Call To Action)

To:	See Below


Within the next few days you will be receiving a package of 
information concerning a major program designed to assist the 
Corporation achieve its U.S. Certs and Revenue targets for Q4 FY89 and 
Q1 FY90.  The program is known as "All Hands On DEC" (previously 
referred to as Call To Action).

The key program strategy is to identify additional resources we can 
make available to the Field Sales and Support organizations to fill 
temporary (4 to 6 months) and part-time (2 to 3 days/week) positions 
in Field Headquarters (Greater Maynard, Marlboro, Merrimack) and 
District Field offices across the U.S.

As part of the U.S. Country Team, I am committing Manufacturing to 
support this critical program.  I have asked Bob DiGregorio to be U.S. 
Manufacturing's focal point for this effort.

As previously mentioned, the package you will receive will provide 
information about the program and details as to how employees can 
volunteer to support this effort.

Needless to say, time is of the essence - it is extremely important 
you review and respond to the package as quickly as possible.  Given 
the scope and nature of this program, I am asking you to issue a
communication and give visibility of this effort to all employees in
your organization.

If you have questions, please contact any of the following:

                Bob DiGregorio            261-2503
                John Hasson               261-3639
                Carmine Ricciolli         261-2004
                Dale Reddington           261-3482
                Clem Lamarre              261-3705

Thanks in advance for your support.

    RE: .22 DEC is already the largest employer in a number of towns and
    cities. (Maynard comes to mind :-)) I would be very surprised in DEC
    were not the largest employer in Salem NH. When the biggest employer
    has only a few 100 employees it's pretty easy to build a plant that
    makes you the biggest employer.

    My understanding is that the goal is not to grow in any one town or
    area so that that town/city/area doesn't become too dependent on DEC.
    That is part of the reason the papers gave when DEC didn't buy the
    Rockingham Race track (after it burned down) a few years ago. The
    town would have loved to have DEC build an other manufacturing
    plant here but, reportedly, DEC wasn't interested in having too big
    a piece of the local economy.

    It may be "racial memory" from those years in the Mill. Years ago
    when the Maynard Mills company folded most of the people in the town 
    of Maynard also went broke. It upset people a lot and they almost
    changed the name of the town. I suspect that KO doesn't want to get
    blamed for a local economic disaster in the event that DEC closes a
    plant or has other troubles. Keeping our share of the economy is a
    hedge against that kind of thing.


    			Alfred

    Re .13:
    
>    Everyone (in the
>    external analysis) catagory agrees that DEC's biggest shortcoming
>    is in our Customer Service and Support area.  I think it;s great

    Could you expand on this some?  Having a lot of internal and external
    exposure it has been my experience that Customer Service and Support
    are Digitals strong points, far stronger than most of the competition.
    
    Our problem has been that the incredible profit margins that we
    generate in the field (60%-90%) are all but evaporated by the time
    they get to the corporate ledgers.  Anything that we can do too
    reduce our top-heavy structure would go a long way towards relieving
    this problem, which is one reason why I think that it's a great
    idea too.
    
    --  Barry

    Barry, while that wasn't my statement that you questioned, I'll offer
    my opinion.  Customer Service, or at least Field Service, at DIGITAL
    operates differently than at I*M and companies which follow their
    model.  There, they use a technique which you could characterize as
    "swarming". When the customer hollers, they send half a dozen people on
    site.  Here, we use our networking technology and centralize skills
    into Customer Support Centers.  We spend less time face-to-face with
    customers, but I'll bank on our system rather than theirs for quick
    turnaround of problems.  It's a perception problem. Recently, one of
    our support engineers had the problem fixed by dialing in over the
    phone line while one of the fly-'n-placate folks was sitting on an
    airplane to go satisfy the perception problem.  When he arrived, he
    verified the fix was working, turned around and came back home. 
    Naturally, this sort of remote diagnosis and fix approach doesn't work
    well with secure sites.  That's a story for another note...
    
    Marge

    I can only speak for my own district, but SWS had such a truly rotten
    Q2 and is carrying such ridiculous margin and revenue goals that
    we simply can't make our numbers for the year even if we keep everyone
    100% billable for the rest of the year.  We could use additional
    revenue generating bodies, for sure.
    
    -dave

    I agree! I am in SWS and performing PSS (sometimes known as P3)
    for a customer currently.  I was responsible for  selling the residency
    but never thought I would be delievering it.  Apparently the drive
    for margin revenue was so great in our district that my
    responsibilities as a sales support person could be sacrificed for
    PSS  revenue.  This came at a time when  I felt my skills in supporting
    the sales force in promoting all the newly announced products was
    more valuable then sending me away to work on generating  a few
    thousand dollars.
    
    After I read Dave's memo, it occured to me that the field could
    use a few 'good' sales support people.  The area most in need is
    Ultrix  workstations.  I also wonder  how will someone from 'up
    north' will come to a local SWS office and help out  for  a few
    months  and then return and keep the expense down to a minimum?
    Where will they live?  Will DEC relocate them for just a few months?
    Will DEC put them up in a hotel and pick up meal expenses?  Will
    they have to use their personal car or will DEC lend them a DECmobile?
    
    Through the idea is a solid one and I know we could use more sales
    support people immediately,  I wonder will the company have to spend
    more dollars to send out people from the north into the field to
    try to close business for just a few months.  I just hope the SWS
    and sales managers have identified business to close to make it
    worth while for someone to come down and save the day.
    
    I guess the invitation is not directed to us who are already in
    the field trying to bring in the bread or is it?  BTW if your
    interested in coming down to NJ, we could use a few Ultrix oriented
    type of people.  (Our Ultrix expert just left the company to greener
    pastures.)
    
    Les

As part of ALL HANDS ON DEC, the Northeast Area (NEA) is actively soliciting
Digital volunteers to help us close business in the final quarter of this 
year.  This help can either be full or part time.

The NEA is holding an "Open House" to encourage headquarters people to 
volunteer.

	THEME:		It's not just a job;
			It's an ADVENTURE!

	OBJECTIVE:	Come and help the NEA close business
			in the next 66 days.

	WHERE:		Westford Regency Hotel Ballroom
			(Exit 32 off Rte. 495) 

	WHEN:		6:00 PM, Monday, April 3rd, 1989

COME AND FIND OUT HOW YOU CAN HELP (we'll feed you, too).

We need people to work with our eight Sales Districts on identified, targeted
opportunities; in Area Product Marketing where we are emphasizing worksystems,
networks, and mid range systems; on competitive teams; in Area Industry
Marketing; and with our New Product Introduction group.

Copies of a videotape featuring our Area Sales Manager, Bill McHale, are
circulating around headquarters explaining this open house further.

If you can't make it Monday, or want additional information, or want to 
volunteer NOW, please call the Northeast Area Energy Center at DTN 277-7200.

See you Monday night.

Ed

    
    This program is a neat idea, but one thing that I'm not sure
    they thought through was the stumbling block of the employee's
    current cost center paying the freight.
    
    How'd you like one of your valuable employees to go off to
    the sunny south for a few weeks, while your deadlines continue,
    and your payroll remains constant (but manpower declines) ?
    
    I've seen managers balk at sending folks from their cost center
    away to assist unless the the assistee's cost center picked up
    the tab (the term used was 'JV'ed the expenses', whatever that
    means).
    
    It wouldn't be inconcecivable that this program would be DOA without
    corporate prodding or $ incentives to CC managers....
    
    Steve h 

� < Note 765.31 by CSC32::S_HALL "Gimme a DEC PC & a bear with a radio" >

    
�    This program is a neat idea, but one thing that I'm not sure
�    they thought through was the stumbling block of the employee's
�    current cost center paying the freight.
    
So, true. I tried to get into the program, did the interview, was told they'd
love to have me but management said no way, not if they were goona have to
still pay me...sigh..

Jenna

    
    I got quite an earful this morning about this program.
    
    The sort of people who have been offerred to this branch seem to
    fall into one of the following three categories:
    
    	1.  They are described as "weak performers" by their managers.
    
        2.  They do not want to travel any farther west than Holyoke.
    
        3.  Their managers don't believe in absorbing the cost and want
            to charge us more than we charge real customers for the same
            service.
    
    Has anyone been successful in obtaining useful help?
    
    Al
    

	What I want to know is, what's gonna happen the 2 quarters afterwards
	and then this time next year? I'm all for helping out the field
	closing sales, don't get me wrong! But is this the viewport into a 
	MUCH larger problem? YES!  And what is gonna be done about it?
	How does DEC plan to help out the field in the long term? Are we going
	to restructure the whole CERTS business? Are we gonna get these people
	the equipment they need? Are we gonna clean out some of our top-heavy
	management? Are we gone to clean up the F.S. Admin database?

	I'm willing to help with my managements blessings but I want to see
	something constructive be done in the next 3 quarters to improve
	this situation and provide better service to our customers..

						mike

    Catchy phrase.  Nice idea, help out the field, get a good-looking
    year-end.  Except there's catch within catch.  I knew there was
    a reason I deleted all the All-In-1 mail I received on it...
    
    karl    

    DEC's      THOUSAND POINTS OF LIGHT.....??????

    I don't suppose that anyone has considered this:  the more business
    we pull into Q4 by pressing to close sales NOW, the worse Q1 will
    be.
    
    I've participated in this Q4 insanity from the customer side.  Salesman
    comes running in with 1 week to go in his fiscal year and says "Dave,
    you gotta save my ___!  I need to close another $200k to make my
    numbers!"  Not only that, he's loaded with allowances and special
    deals, because DEC management also wants to bring in as much Q4
    business as possible.  So I get out my wishlist and check the budget
    and decide that yes, we could use another cab of RA81s and a faster
    tape, especially given the dandy 20% allowance and the generous
    trade-in on my old tape unit.  He gets his business.
    
    Point is I was going to buy them anyway!  My hardware budget was
    set on an annual basis, so those purchases had been approved back
    in January and were planned for August.  All that was accomplished
    by Q4 madness was to get the order 6 weeks sooner for about 35%
    less revenue.
    
    Does this make sense, given that we do the SAME thing every year?

    -dave
    

    As far as I am concerned re: ALL Hands on DEC. 
    
    We lost 15% of our staff about 9 months ago due to new people coming
    in to the organization and getting jobs people in the district were
    priming for. There does not appear to be any way for the field to
    plan for this eventuality. I predict that when the 7,000 excess
    people come in to the field the field organization will not be prepared
    for this situation and will feel compelled to respond to the
    corporations needs to redistribute people. What will happen is we
    will lose more senior people who will be locked out of job positions
    they have been planning for. Mark my words.
    
    Ed

    Employee retention of senior people in Sales, Software Services, Field
    Services, and Ed Services who have daily and constant customer contact
    at the individual contributor level has never been a priority.
    
    Keeping them Digital employees, yes, but making these constant customer
    contact jobs attractive and suitable for a career, no, never.
    
    Get close to a second or third level manager in the field and they'll
    conceed that these jobs are really throw-aways.  They fully expect that
    ambitious people will leave these jobs to other positions within
    Digital especially in marketing or engineering, or with customers,
    where they are expected to be excellent Digital customers for life.
    
    I can't blame the employees, these jobs for the most part do suck.
    
    My message, I've laid it out on the table to someone on the US SWS
    staff, is that until the working environment improves we'll continue to
    lose software specialists to common programming positions at out
    customers, or software engineering.
    
    Programs like "all hands on deck" wouldn't be necessary if there was a
    real commitment and a real program to (a) staff the field at the
    "right" level and (b) train, equip, and motivate the field into having
    pride in the job they do.
    
    One district, for example, trained a total of 4 out of about 60 in
    DECwindows pre-announcement.  By January 10, 1989, 3 had resigned or
    transferred.
    
    In a movie I saw on television today, the command that immediately
    followed "All Hands on Deck" was "Abandon Ship"
                           

    re: .39
    
    Are you saying that since I hate winter, (that eliminates engineering),
    have no interest in marketing, and don't want to become a customer
    again, that I'm stuck in a dead-end job in which certain levels
    of management could care less about what happens?
    
    Bob 

    re: .31, and a few following---
    
    If I were an Engineering cost center manager, I'd participate in "All
    Hands on DEC" with full enthusiasm.  I'd make sure all my supervisors
    were available by phone to the districts, and I'd tell them that they
    should make the most qualified technical people available to support
    the field, no matter what projects slip.  I'd promise to cover them
    for any schedule slips or other budgetary problems.
    
    This would make me very visible to Top Management.  I'd get lots of
    credit for participating.
    
    Then, for the next two years, I could use my full support of this
    program as an excuse for any project slip or any budget overrun.  If my
    management isn't inclined to support me, I can go to Top Management,
    since they owe me.  If I don't get support from Top Management, then I
    know that this program was a sham, and I won't be inclined to support
    it next time around (and there will be a next time, as was pointed
    out in other replies).
    
    So, for a cost center manager this program is a winner: he gets some
    additional experience for his best people, and he has a two-year
    license to slip schedules and miss budgets.  I hope lots of cost center
    managers (including mine) see it this way.
        John Sauter

    I'm helping coordinate the resource side of this program for my
    group...I know for a fact that the VP I ultimately report to (look
    it up, figure it out) fully supports this program and will give
    any of his engineers the opportunity to participate.
    
    Anybody with general networking expertise interested in visiting
    the Field?  I have more focussed requests too, X.25, DECnet backbone
    design, etc...
    
    Mike

    re .41;
    
    You got it!
    
    -dave (PSS in NYA)

Re: .42

While you're slipping schedules (or more likely cutting out needed functionality
from your products), what happens to your customers?

				-- Bob

    
    Re: .45
    
    Yes, "THINK CUSTOMER...", remember, the bold-faced letters on the poster
    on the wall in some customer services/sales offices, or the loud and
    clear message from the customer satisfaction training seminars.
    
    More importantly, how would our "CUSTOMER" think about "All Hands on
    DEC"?
    
    Regards,
    Edwin
    
    p.s. Hopefully, we think the right things, the right ways, to make
    "All Hands on DEC" work!
    
    
    
    

    re: .45---I would be inclined to slip schedule, it's much more visible
    than eliminating needed functionality.  What happens to customers? They
    wait longer for the product.
        John Sauter

    I think this is a *great* program for making customers happy.  Everyone
    likes to be made to feel important.  I suspect that Digital Engineering
    is seen as a haven for "the best and the brightest."  Not that this
    is true by any measure, but its probably a perception among our
    customers.  So, what better way to make them feel important than to
    have Digital Software Engineers come down and help solve *their*
    problems?  The big catch is that the people who go down must not only
    be technically proficient but must be good listeners/learners and be
    superb at communication and customer skills.  If I didn't like my
    job so much, I'd put my name in the pot.
    
    The problems have already been alluded to.  To make this work those
    people already at the field office can not see the new people as taking
    away promotion/status opportunities.  Bringing in a S.E. to take over
    a consultant's position, thus shutting out people already in line for
    that job would have serious negative implications.  Knowing field
    management, though, I'll put any amount of money that this will be
    screwed up more times than not.  *sigh*  But on the plus side, both
    SWS and engineering could get massive mutual benefits from this
    program.
    
    Jim

    There is an element to this program of Digital, once again, not
    wanting to make the really hard decisions re it's bloated staff.
    IBM bit the bullet a couple years ago and deployed tens of thousands
    of staffees to the "field" to their ultimate benefit.  We prefer
    to play around with volunteer programs.  I would advice potential
    "volunteers" to proceed with caution.  As a wounded veteran of the
    Target Sales Force of FY86, I found out that the promises were
    literally not worth the paper they were printed on.
    
    It's clear that we need to move resources to the field.  It would
    be totally legitimate to force people to make that move within the
    provisions of the Corporate Relocation Policies.  So knock off the
    catchy themes and make the hard decisions needed.  I would roughly
    guess that 50% of Corporate Staff could be redeployed with a
    corresponding increase in efficiency.
    
    By the way, I'm in CSSE and have not heard one word about this program
    in an official sense.
    
    

    For an outside perspective take a look at Financial World April
    18th p68 "Hitting the Dirt".
    
    If their analysis is right we have to many hands on DEC and it's
    eating up our profit Margin. 
    
    From a field employees (personal point of view) our service model
    is Crises oriented only we haven't built the cost of this swarming
    into our pricing models.
    
    dlg

Re: .47

Well, for the products I've been working on for the last few years the
stuff I was doing was only part of a bigger project.  The main project would
go out on its own schedule whether I was ready or not.  That's why I said it
would be more likely that you'd have to cut out functionality.

In general it's a difficult problem: a software engineer sent out to the
field might be able to do wonderful things for one customer, while the same
engineer working on his/her own project would be helping out a large number of
customers.  The exact trade-off is probably different for each project.

				-- Bob

    Any program that pushes the engineer closer to the "paying" customer
    is OK with me.  Let's face it, DEC needs to face the realties of
    the current economic situation and if "we" don't begin to approach
    our work differently, we could be approaching long lines at recruiting
    events!

    Has anyone figured out a way to discover what openings are available
    at what geographic locations?  It really would make a difference
    to some people who might be willing to go some places and not others.
    
    Michele

Re: .47                 -< they wait longer >-
>
>    re: .45---I would be inclined to slip schedule, it's much more visible
>    than eliminating needed functionality.  What happens to customers? They
>    wait longer for the product.

No they don't, they buy product from another vendor!

Steve

    Re:< Note 765.53 by IMBACQ::ROSEN >

    The Northeast Area had an open house last night looking for people in
    the greater Maynard area that could volunteer to help them.
    
    They have a DTN  for what they call Energy Center, which is 277-7200.
    I don't know where are  you located, but if you are interested in New
    England, give them a call.
    
    The rest of the program is based on a field  demand  basis.  You send
    the form detailing what your skills are and if a  request  comes from
    the field  that matches your skills, they'll call you, and you decide
    if you want/can to help in that particular need.
    
    Octavio

<RE: Note 765.53 by IMBACQ::ROSEN >

    Michele -

	The volunteer form that I have has a list of areas on it. As it was
    explained to me, you could check those areas that you were willing to
    visit/work-in and you would/should not be selected for anything but those
    selected areas.

    Regards/Ted

    I've found the telephone number for the Command Center (DTN 297-2186).
    Thanks.
    
    Michele

    which comes first? - getting consent from current mgt or 
    		       - getting a 'acceptance' from new mgt??
    	 

    Common courtesy would imply that you talk to your current management
    first, I'd say.

<<re: Note 765.53 IMBACQ::ROSEN < Preference or Prerequisite to Volunteering? >>
--------------------------------------------------------------------------------

>    Has anyone figured out a way to discover what openings are available
>    at what geographic locations?  It really would make a difference
>    to some people who might be willing to go some places and not others.
    
    No, but if you find a way you might perhaps share it with the folks
    in geography-specific Notes Conferences like SWSVAX::MIDWEST.
    
    Some of the participants in that Conference, for example, might
    like to "go back home" with DEC but haven't yet found the right
    "opportunity". (In my case, it's my wife who calls the Midwest home
    and we would like to get out there - when the time and job is right.)
    
    One thought was to get some exposure in the geography of your choice
    by volunteering for the "All Hands On DEC" Program. This could be
    a win-win situation for the Company and the employee; Digital gets
    the help it needs and the employee gets an opportunity to demonstrate
    his value to a remote DEC organization.
    
    The issue of who pays, however, is a major roadblock for persons
    wanting to help out in a remote location since travel and temporary
    living expenses are non-trivial and no one is enthusiastic about
    absorbing them. Unless a program-specific dummy cost center is
    established to pick up the unbudgeted marginal costs of the program,
    there is unlikely to be much participation in the program involving
    travel and/or temporary living. For persons wanting to help out
    elsewhere and for remote sites which are really hurting for help,
    this is not good news.
    
    For an interesting discussion from the perspective of those interested
    in the Midwest, see SWSVAX::MIDWEST Note 33. A directory listing
    of the "All Hands On DEC" Discussion there follows:
    
--------------------------------------------------------------------------------
                              The American Midwest
Created: 15-MAR-1989 11:02          38 topics         Updated:  5-APR-1989 16:24
                    -< Welcome, please sign in in note 2.* >-
 Topic  Author               Date         Repl  Title
--------------------------------------------------------------------------------
    33  AKOV75::BIBEAULT     31-MAR-1989    10  "All Hands On DEC" Program
        AKOV75::BIBEAULT     31-MAR-1989   33.1  29-Mar-89 Announcement
            DR::BLINN        31-MAR-1989   33.2  There's a catch..
        AKOV68::BIBEAULT      3-APR-1989   33.3  If 33.2 is True, 
    						 Then I'm Concerned!!!
            DR::BLINN         3-APR-1989   33.4  It's the way cost center 
    						 accounting works..
            DR::BLINN         3-APR-1989   33.5  From Bob Bibeault re: who pays
            DR::BLINN         3-APR-1989   33.6  Cover your options
        AKOV76::BIBEAULT      3-APR-1989   33.7  Proposed Solution & 
    						 Re-focusing on 
    						 Program Objectives
        FSTVAX::FOSTER        4-APR-1989   33.8  employee's CC pays
        AKOV75::BIBEAULT      4-APR-1989   33.9  Now, I AM Very Concerned...
        FSTTOO::FOSTER        5-APR-1989   33.10  good idea
  	
    Enthusiastic endorsements of 33.7 and/or alternative constructive
    proposals are welcome.
    
    Bob

    Does anyone know where one can pick up the "volunteer" forms?
    

    I hate being the consistently negative voice in this note, but *please*
    don't volunteer for this program unless you are serious about making
    the level of commitment necessary to render the effort worthwhile.  I
    would define "necessary level of commitment" as "doing whatever you 
    are able" and "going wherever you are needed". 
    
    An *enormous* amount of time is being spent by people in the Field
    lining up and interviewing suitable candidates, only to find out
    at the last minute that the opportunity "isn't right for me at this 
    time of my life", or "I don't want to leave eastern Mass.", or "the
    assignment doesn't fit into my career plans".
    
    The view from this area (and we're talking NY/NJ, not East Overshoe,
    Neb.) is that this seems to be a way for certain managers to score
    some points by appearing to cooperate, but not really making any
    meaningful sacrifices.
    
    This is Q4, folks.  Numbers are not being made. The purpose of this
    program is supposed to be to supply desparately needed resources
    (yes, there's that dreaded word!) to business opportunities in the
    Field so that they can close in this FY.
    
    A non-purpose is to provide manufacturing, marketing, engineering
    and headquarters staff an opportunity to explore career moves to
    the Field.

    Al
    

Re: .62  Al

>    The purpose of this
>    program is supposed to be to supply desparately needed resources
>    (yes, there's that dreaded word!) to business opportunities in the
>    Field so that they can close in this FY.
>    
>    A non-purpose is to provide manufacturing, marketing, engineering
>    and headquarters staff an opportunity to explore career moves to
>    the Field.

I went back and re-read the base note, and it sounds like the program has
*both* purposes:

>o  Assist the Field through the temporary assignment of HQ and Field employees
>   to Districts which have asked for help. ...  Employees will
>   return to their original organization upon completing temporary assignments
>   in the Field.

>o  In addition to temporary assignments, a priority will be placed on filling
>   permanent openings in the Field with skilled HQ employees.  Expense targets
>   for next year suggest that many of the resulting HQ vacancies may not be
>   replaced.


					-- Bob

    >An *enormous* amount of time is being spent by people in the Field
    >lining up and interviewing suitable candidates, only to find out
    >at the last minute that the opportunity "isn't right for me at this 
    >time of my life", or "I don't want to leave eastern Mass.", or "the
    >assignment doesn't fit into my career plans".

    How else is a person going to find out if this program is for them?

    People must 'explore' to make that decision.  This is not a blind
    trust.  People should use their heads.  They should make sure they want
    to help out in the correct area.  People might not like this (you being
    one), but doing the right thing is what should really happen.

    If a person finds out the work you offer is not right, then that is the
    correct decision.  Q4 or not, we must be happy doing the work.  If not
    the person will leave the company.

    You will be the first to say, 'We will not have a company if they do
    not come'.  To this I say, balderash.  If that we true, we would not
    have any American car companys left.  They yelled fire once to often.

    >This is Q4, folks.  Numbers are not being made. The purpose of this
    >program is supposed to be to supply desperately needed resources
    >(yes, there's that dreaded word!) to business opportunities in the
    >Field so that they can close in this FY.

    If you are having problems attracting people, then maybe no one fits
    the mold you are looking for.  I realize the numbers are not good.  I
    also realize you are not getting the number of people you thought you
    would.

    With the invitation you gave in .62, I would not want to come down
    there either.  

    Here is some constructive criticism:

    You will get more people interested if you let everyone know what jobs
    are available.  Why?  People do not like being led down a dark alley
    without knowing what they are getting in to.  If you describe the jobs
    in a notes file or VTX so people can see what is needed and time, you
    might get a better response.

    This might take more work on your side, but it takes the 'scare' factor
    away from the job.

	- mark

    Is the main purpose of "All Hands on DEC" to close sales before the end
    of the fiscal year?  If so, I think it's very short-sighted.  We should
    be trying to bolster *future* sales by not postponing or cutting back
    on development.  If we're doing this to please Wall Street, wouldn't
    it be easier to declare a dividend?

re Note 765.62 by HOCUS::KOZAKIEWICZ:

>     This is Q4, folks.  Numbers are not being made. The purpose of this
>     program is supposed to be to supply desparately needed resources
>     (yes, there's that dreaded word!) to business opportunities in the
>     Field so that they can close in this FY.
  
        In the software biz, at least, there is a maxim that adding
        people too late in a project will probably make things worse. 
        While I realize that "the field" is not one monolithic
        project, individuals added to small efforts still need to be
        brought up to speed, and bringing new people up to speed
        detracts from the efforts of those already working on a
        project.

        Bob

    Re: .66
    
    Yes, read "the mythical man-month" by Frederick P. Brooks, Jr.
    Addison Wesley.
    
    It also has a line in it about nine women not being able to
    produce a baby in one month.

    Re:< Note 765.66 by XANADU::FLEISCHER "Bob 381-0895 ZKO3-2/T63" >

    Please keep in mind that most positions asked to volunteer for are of
    technical or administrative  support  nature.   The idea is to unload
    sales people from those  kinds  of  tasks, and to help them present a
    better sales team to the customer.
    
    At least the N.E.   area  has  identified  5  top  accounts per sales
    person,  and all they are doing  is  to  work  the  issues  in  those
    accounts.  I do believe that identifying the issues and having people
    to help resolve them, can make a difference.
    
    /OLD

    re: .63
    
    OK, call it a concious oversight.  I'm using a strictly egocentric
    perspective. Q4 is a zoo.  It looks to me like there isn't time to 
    qualify the resources needed for this quarter, let alone plan for
    next FY.  See below.
    
    re: .64
    
    You are not wrong, but those who wish to wait for just the right
    opportunity are causing demonstrable harm, at least in our unit.  It 
    appears (and this is second hand knowledge) that the process is primarily
    serial, and works something like this:  a single potential candidate 
    is matched to a need; interviews are conducted over the phone with
    manager, then candidate;  candidate decides s/he isn't interested;
    process starts over again.  Up to a week transpires, and the poor
    sales support manager ends up even farther behind then they were
    at the beginning, with nothing to show for the effort.

    The consensus from people here whose jobs are directly affected by
    this program is that so far it has a very poor sucess rate.
    
    It's a pity that no incentives were provided for employees to
    participate. 
    
    Al
    

    Let me muddy the waters a little more.  I am trying to coordinate
    "resources" (that hated word) for my group for this program.  When
    I receive a message from the "command center" I go off and:
    
    1).  contact the requestor to qualify the type of skills the "resource"
    needs, the opportunity they are going after, and the length of time
    that they will be needed.
    
    2).  match the above info to someone in my group 
    
    3).  get the two parties together.
    
    
    2 and 3 above a relatively easy once I get past 1.  However, getting
    past 1 is real frustrating.  I've been chasing one requestor for
    over a week.  Phone calls aren't returned, mail messages go unanswered,
    the sales rep for the account doesn't know what's going on (he wasn't
    the requestor).  AAAGGGHHHH!!!!  If it's so important, why doesn't
    this guy get back to me?  I finally had to track him down to a specific
    conference room and have someone put a note on the door.  I admit,
    he did call me back then, but, someone else has the info on the
    opportunity, so, I'm still trying to get the information I need
    to get past 1!!!!
    
    Just so you know it's not all peachy keen from this end either.
    
    Mike

   I had the same problem as .-1.  I got called about a stint to help out, and
between my management deciding how long they can spare me for and then several
days trying to reach the sales manager who requested me to find out what I'd
be doing and when, it's been probably 2 or 3 weeks since I was first contacted
by the command center.  The sales people are in Santa Clara, and I'm in Nashua
so it's not like I could just pop over and say "hi", and I wouldn't want to
get shipped all the way out there and then start trying to figure out what the
heck I'm supposed to be doing for them anyways.

   When I did contact the sales personage/whatever, it seems that they're
not 100% sure yet of what they'll do with me either, just that my skill set
met needs they have.  I ended up writing a quickie list of skills and the
persons with whom I would feel comfortable discussing them.

   Of course, things look good now, I'm going to California and gonna help
DEC make some $$$, even with the "short term thought process" problems
understood... :-)


					-mjg (who's never been to Cali...)

    re .71
    
    You may very well find yourself being sent to a customer on a largely
    PR exercise as an 'expert from engineering' in which case you won't
    find out what you are expected to do until you are onsite, if then.
    This may or may not be a reasonable thing for the local sales office to
    do, but you should be prepared to deal with a very fuzzy definition of
    what you are supposed to do.
    
    Have fun in Ca.,
    
    gary

        re                        <<< Note 765.72 by STAR::HUGHES >>>

        Gary, this happens in the field already without even getting
        engineering involved. As a regional resource, I can recall little
        tricks like.
        
        a) being called at 3pm to travel half way across the country to
        explain "how clusters work" to a MUltimillion dollar prospect.
        (What they really wanted was a technical insight into HSC's and
        DSA optimization.)
        
        b) Being held over in another city to fix a crucial customer
        problem. Their 1/750 with 8 RA81's had less than 10K free blocks
        on each drive and hadn't seen a disk reorg since Adam was a boy. 
        
        c) Being called interstate for "at least" two weeks, and finding
        that it took all of two hours to do what was claimed to be 2 weeks
        work.
        
        The whole thing comes down to the fact that we still aren't
        planning field resources properly. So now we will compromise the
        engineering organization by wasting it's employees time. And, of
        course, the problem won't be fixed, just the symptoms disguised.
        
        q
        

One of the benefits I anticipate from this program is increased awareness within
the company of how the field operates.
				/AHM

       RE: .74
       
       
       	Unfortunately Alan, I only see the awareness grow on "our" level
       and not the level of management that has the power to do
       something.  Dollars to donuts we see a repeat next year and a 
       new tradition born until someone realizes the patient has a 
       broken leg and treats them for that first rather than the cut on their
       finger.
       
       							mike

    re .73
    
    Gee, Peter, its not THAT long since I was in the field being jerked
    about like that (by the same people in this case :-)
    
    re .75                                                          
    
    Every year since I joined DEC (coming up on 9 years) there has been
    some sort of 'Q4 push'each year, and I suspect it has been a tradition
    for a lot longer than that. The only difference I see this year is that
    someone is yelling louder and trying to get more people to jump.
    
    gary

        re .76 Not only is their the annuall Q4 push, but almost every
        year, Q2 is under budget, so at the end of Q2, on come the
        expense/hiring/whatever freezes, which, of course, is not the best
        thing that you can do gearing up for Q4. sigh...
        
        q
        

    Minor course correction here....I have entered my 'profile' in the
    database at the "command center".  As far as experience goes, I
    have carried a briefcase and price book for DEC during the last
    11 years, leaving the field (as a Sales Executive) last August.

    I consider myself to be very competent in every aspect of the selling
    function, and, told the people on the other end of the line that
    I would do *anything*, *anywhere* (except South Central Area),
    *anytime*, and for any *length* of time.  Also, I have management
    approval to do this..
    
    I have yet to hear one word from them or anyone in the field...how
    long does the dissemination of information process take?  Are these
    skills not valuable to someone, somewhere?
    
    How many people do you (we) know that have actually been pressed
    into service as a result of this program?  As I read this note,
    I see only one person (maybe).

    What am I doing wrong?

    Jerry Beeler

    One way to push ahead with this is to contact Bill McHale at OFO
    (Burlington Mass.). He's the Area Sales Manager for the Northeast
    and ran an "Open House" recently for the AHOD program.
    
    I agree that they probably should be contacting you, but this may
    be an avenue to pursue.
    
    Good luck,
    Phil

    
       Well, I'm "All Hands on DECcing", and from my experience with the
    needs here in western area now, the field is largely looking for
    technical expertise to help closing sales.  Obviously the other
    positions outlines in the program are being employeed, but I'm
    personally filling the role of a technical specialist, educating the
    sales people and customers about the current and changing technology in
    DEC.  (DECwindows, operating systems, security, databases,
    distribution/networking, CASE, etc.)
    
       I've never realized how cut off these people are from what's
    happening in the industry and in DEC.  One of my roles back east is to
    maintain a technical base for dissemination to various groups I
    support, so a large part of my day-to-day life is to find out what's on
    the horizon and how to apply it.  The sales people have heard the hype
    and know a lot of terminology to throw around, but they oftentimes
    aren't educated about where it's all leading.  My diverse background
    has enabled me to paint an elaborate portrait of where we're headed to
    the sales folks, and discuss current technology with customers, feeling
    personally confident that any suggestions and solutions I've provided
    fit into "where we're going".
    
       Again, from my understanding, the pseudo-resumes are supplied to the
    requesting groups and then they contact the AHOD-HQ to request you.
    
       The silliest part is that the funds for your going out to support
    the effort come from the CC that's sending you.  They really need
    someone out here on a longer term basis than I can provide right now,
    but it's not fair for my cost center to lose my headcount and to pay
    for my living out here when they have very real needs "back home".
    
       And I've had to wear a tie.  Ugh.
    
    					-mjg
    
    
    p.s.
    
       I haven't heard of any other AHODers either.
    

    Re: .80
    
    Well, there was this sales call I went on once, where the salesman
    said. "Don't wear a tie. They want to hear from somebody who knows
    something."
    
    Hmmm. I think ties have been discussed exhaustively in another topic. 

    >Well, there was this sales call I went on once, where the salesman
    >said. "Don't wear a tie. They want to hear from somebody who knows
    >something."
    
    To add some humor to this.  VMS's SYSNOTES has a lengthy note about
    VMS engineers apparel at DECUS.  Things such as wearing ties and not
    wearing jeans with holes in them were brought up.  People seem to think
    that we need to be more 'BUISNESS' like.
    
    I have found that most customers expect to see a VMS engineer wearing
    jeans etc...  I try not to let them down!
    
    	- mark

    Please resist the impulse to turn this into the Dress Code note (132.*).
    
    765.80 brings up a serious problem.
    
    You are needed in the field because the people who could have provided
    the technical expertise required to close sales have found jobs
    elsewhere.
     
    Employee retention of senior people in Sales, Software Services, Field
    Services, and Ed Services who have daily and constant customer contact
    at the individual contributor level has never been a priority.
    
    Keeping them Digital employees, yes, but making these constant customer
    contact jobs attractive and suitable for a career, no, never. (765.39)
    
    The problem isn't seen as a shortage of people, training, but people
    with skills and experience that are needed to close sales.  Engineering
    is the logical place to find them since, engineering does have jobs
    that are attractive and suitable for a career.

    
    
    		I can't help but think that this is yet just another knee
    
    jerk reaction (AHOD) to address some of the short comings in the
    
    field. I used to do exploratory interviews with different field offices
    
    in the New England area just to see what opportunities may exist for
    
    technical folks out there. Each time I left the interviews I was very
    
    disturbed. The tone was basically , "Gee, so what if you know all this
    
    stuff about VMS/ networking etc..., can you sell??". I was going to
    
    be responsible for some number of bookings dollars and then measured
    
    on that monthly. I asked the managers where when all this stuff got
    
    sold, who was to deliver the service ?  Easy, you wait until the cu
    
    stomer complained and then went nuts trying to find someone that was
    
    technical to deliver the service from another group in the company 
    
    and if that failed you put an ad in the paper and hope to hire someone.
    
    
    Perhaps I'm naive, but is this any way to run an airline?
    
    
    /Ray.
    	
    

Well, Ray...

  I'd say what you saw was a mis-managed SWS group.  Yes, some sales
polish is necessary anytime we put someone up in front of the customer,
but if what we're selling is technical expertise, then that is the most
essential skill.

  Now I'm not saying that things don't get a little frantic as the 
quarter comes to an end, but in general, a manager who's been doing the
right stuff throughout the year has less to worry about as the quarter
ends.   Mostly just a matter of continuing to delivery the business.

  The field will provide an interesting dose of reality for those of you
who've spent much of your time with DEC in the Corporate Offices.  Now
is the time to find out what its all about so you can realize how the
money gets made!

                                 Bob

    re: .85
    
    .84 pretty much describes about every SWS field unit I've come into
    contact with in the last seven years.  If it's not that way in your
    district, I'd like to talk to you about any job openings ...
    
    re: .84
    
    You have pointed out the two faces of the coin;  looking for technical
    people who can sell, and looking for technical people who can deliver.
    The common denominators are technical competence and customer contact.
    The field really needs people who can do both at the same time, not
    just one or the other.
    
    It's very hard to retain these people, because they not only are
    deprived of any meaningful career opportunities in the field, but
    they have a choice of *two* different career directions within the
    Corporate structure; Sales and Marketing, and Engineering.  Sales
    offers the bucks, Marketing the customer contact, and Engineering
    the technical challenge (and a well-defined career path).
    
    This situation will remain as long as management tolerates the
    constant turmoil in the field technical ranks, and continue to use
    the fire-drill method of managing what resources we are left with.
    And as long as there are "excess" corporate resources to fill in
    the gaps, even if it's not especially cost-effective ...

    Maybe the current fiscal crisis means it's not the time to undertake
    a long-term committment to improving field conditions and productivity,
    but I personally think that it's exactly the *right* time.

    Geoff

    RE: cost center...
    
    I was under the impression that there was a special CC set up to
    handle the costs of the "All Hands On DEC" program.  Am I wrong?
    
    
    Jodi-

    
       According to my management, you're wrong.  (Sorry! :-)
    
       If you happen to know what this mythical CC is, or have
    documentation about it, I'd love to see it and give it to my managers.
    
    					-mjg
    

        As mjg says, if this has been done, it hasn't been clearly
        communicated.  Your current cost center picks up the costs.
        
        Tom

    Just another perspective....
    
    I agree that the yearly Q4 push is unfortunate and I agree with
    much that has been said in previous replies about short-term thinking. 
    
    My strictly personal view is that if I can contribute anything at
    all, I will. As a result I am helping a Field district out as a
    sort of "co-UM" 1 day per week. I lend a hand wherever I can
    (proposals, work statements, customer visits etc). So far it appears
    to have helped them and as long as that's true, I'll keep on doing
    it. It's also nice to get back into the Field (where I was a
    Specialist)for a while without having to make the long-term commitment.
    
    
    Phil
    
    

    
    The "All Hands on DEC" positions are now posted in the U.S. JOBS
    BOOK.  To access them, type:
    
         $  VTX JOBS
    
    This brings you to the U.S. JOBS BOOK MAIN MENU.
    
         Press  <PF1> 7
    
    You will be prompted to enter a page number or key.
    
         Type  SSN  and then press <RETURN>
    
    
    There are 37 Requisitions in the JOBS BOOK for the "All Hands on
    DEC" program.  They are all listed under the SSN job code, which
    is an unclassified job code within the Sales Family.  These positions
    will be filled according to the skills of those who apply for them.
    The positions available are not limited to Sales.  There are both
    technical and non-technical job openings.  There are also
    both full-time and part-time positions available.  This is a short-term
    voluntary program.  These positions will be removed from the JOBS
    BOOK on July 1.
    

    Regards,
    
    Nancy Rayna
    Corporate Employment
    Employment Systems Support
    

    I concur with earlier notes about charges being to your own CC.
    That's the way it works here. We're told not to worry if goes over
    our travel budget, that finance will deal with that. On the other
    hand, we don't have enough money left for me to go the Design
    Automation Conference which really angers me because it's one of
    the two most important shows for me to see the latest products
    in my market. Digital doesn't believe in competitive labs, so the
    tradeshow is about as close to such as I can get. Now, that's out
    of reach also.
    
    One major effect "All hands on DEC" has had on our group, is that sales
    now thinks they don't have to go through channels to request our help.
    We quickly became deluged with requests from the field to support them.
    Give'em and inch and they'll take a mile! It open season on marketeers.
    
    In one recent sales situation, I worked with a guy (Bob Mahoney) who
    seemed to be an excellent sales rep. He was very professional and much
    more knowledgable than most sales reps I've seen in the U.S.. I found
    out later he was a workstation specialist -- not a sales rep. So, I
    guess the moral is that there are some techies out there with good
    sales skills. 
    
    -George

    Why was this program not announced to ALL dec personnel? I know
    someone who asked his manager about the program and was told, 
    "All they will have you do is their clerical work". 
    
    Without having a message about AHOD coming down from the top (i.e
    the VP for every area), a manager who does not want to loose someone
    can Bull S. without end.
    
    Pat
        

    I hear that the AHOD is now permanent, and that there is a new program
    for the Q4 push, does anybody have any info on this?  Also, is it true
    that your home C.C. has to pay your expenses?
    
    --David

    I heard the same thing and yes your home CC pays (at least it did when
    AHOD started last year.

Was reviewing some old notes... came across this tidbit...

Lee

.39>            <<< Note 765.39 by CALL::SWEENEY "Who is my control?" >>>
.39>                   -< How the field gets into these messes >-
.39>
.39>    In a movie I saw on television today, the command that immediately
.39>    followed "All Hands on Deck" was "Abandon Ship"