PNC Financial Services Group reviews

Work life balance, no recognition program unless your in the top 1%, call nights every week. High turnover with no real recruiting plan. Over saturated markets with pitting branches against each other for sales. Borderline unethical sales goals and practices. Less than 1% annual raises for many years.

Executive IT managements solutions to any application failures is a punishing amount of documentation and excessive paranoia. And because of recent release failures, even more documentation and draconian release policies are coming. For example, in the past for a typical release, you could have 1 Change Request in ServiceNow, and list all your changes. Now, the desired practice is 1 CR for each change. Which means, you can easily have 12 to 20 CR's to manage. You would think there is any easy to manage them, open/close them, etc. But you would be mistaken. If you are in Production Support, then at least 50% of your time will be spent in needless paperwork. The real point of all the separate CR's is to game the system, since upper IT executives only see the CR level detail, so it's better to have an application fail 1 CR out of 20, than to fail 1 of 20 tasks in 1 CR, since 1 task failure fails the entire CR. This is because apps are required to have a 99% success release rate. And even if the issues during the release aren't your fault, but say the DB or server teams, your CR will still fail, and your team will bear the brunt of the excessive paperwork. The other teams won't do anything. Most of the shared services teams are very good at passing the buck back to you. Upper IT Management is now pushing Agile/Devops as the lastest buzzword, as if that will solve all the problems (perhaps it will solve their bonus problem). They are at least 10 years late to Agile/Scrum, with many companies beginning to abandon Scrum specifically as a flawed process in general, treating developers like interchangeable cogs, which they aren't. There's usually 1 developer on a team who is more productive than most of the others combined, but sure let's just keep thinking all are equal in ability and skill. They have also been touting DevOps as the saving process for Production support, and claim reduction in paperwork & easy standup of new environments, etc. But they've been pushing DevOps for 2 years, and instead, paperwork and need for approvals has increased. It still takes months to move into a new environment due to excessive paperwork and approvals. An example of PNC's fine management process is their Firewall process, they have 2 separate systems to enter FW requests (yes one is going away, but both have coexisted for almost a year now). And if you don't want to wait well over 2 weeks to get your request done, you must escalate through a designated person, who then must add it to a Sharepoint site, to escalate a SN request. You would think with the whole DevOps strategy, they would've already enabled all FW request management within SN. But apparently they can't even keep 1 SN developer on board since in the past year we've gone through a few. Then let's talk about the really well planned Agile patching process (sarcasm). You get to pick what dates you wish to get your apps environments patched. But they commonly overrule what is best for your app, and schedule a different day. On top of that, the Microsoft IIS team must hire people who have no experience, since they commonly have no idea how to encrypt connection strings, and forgot to enable settings. What should be done in 30 minutes can take a couple hours when a IIS person come on. Then often you ask them for control and do what needs done, since they give up, and realize they don't know what they are doing.