Oracle

• Good salary for the region where the position was based.
• Same benefits as any other transnational company.
• Good managers in the US, Europe, and Asia.

I had a chance to spend time with managers from the US, Europe, and Asia. All of them were good at their work and found ways to solve any issues. They represent 75% of the management population that I was exposed to, and the next comments do not apply to them in any way.

My comment is only directed to my two toxic managers from Latin America. They only represent 25% of the total managers that I was exposed to at Oracle.

Everything that I’m about to share is backed up by emails and videos that I have in my possession.

1. Homophobia comments:

• A manager insisted on a team lunch conversation that gay people were not naturally born gay.
• I told him that science didn’t prove that and this was a gender-negative comment for the LGBT+ community.
• He didn’t care and continued to say that if his kid grows up to be gay, he will tell him that he is wrong and it's not natural.

1. Racism:

• The managers mentioned that people from Latin America (LATAM) were smarter and learned faster than engineers from India and that the Indian engineers were not as good as Latin American engineers.
• This was a lie. Engineers from Asia, Europe, and the USA had been working with our software longer and had way more experience than LATAM engineers (less than a year), and there are more SMEs (Subject Matter Experts) in these countries than LATAM.

1. Lost 30% of the team in 12 months:

• In less than a year, 6 people left due to the bad and toxic management culture imposed by these two managers (the team had originally 20 people and 6 left).

1. Bad customer behavior:

• When customers were rude, disrespectful, or both, and we reported this behavior to our managers, they said that it was our job to deal with this kind of customer and that they will not help us in any way.

1. Training:

• In my case, I had a US manager for the first two months. She was patient and told me what tools to train on to gain skills required for our day-to-day (over this time was when I learned the most).
• After the new managers joined, they told us to start working on customer tickets for topics where we didn’t have training or experience.
• I confronted the managers and explained that in the rest of the regions, engineers could request time during their shift to be dedicated to learning new skills required for new types of tickets. They told me to ignore that and start taking on new kinds of tickets right away.
• Our team of engineers requested more training constantly, but the managers didn’t care. They said that engineers need to learn on their own time (non-paid) because they will not stop the system from assigning more work to our queues.

1. HR Anonymous Report:

• I created an anonymous report for HR to report an illegal activity that we were being forced to do.
• Less than a week after filing the report, a manager took me into a room, became aggressive, and told me that he would not stop the meeting until I said that I was the person who created the HR anonymous report.

1. Retaliation for an HR Anonymous Report:

• My two managers learned that I created an anonymous complaint with HR.
• They made comments to the team that everything, even anonymous reports, must go through them.
• They made up rules only for me. For example, the week before the company winter break, I was the only engineer asked to go to the office (and even when I came back from two surgeries the month before).
• After my surgeries, if I had a doctor's appointment, I had to send a screenshot of the appointment (with my personal information) and tell them when I went to the doctor's office and back. I was the only one on the team to follow this procedure.
• The company started hiring people with remote contracts. I was the most senior engineer at that point, and due to retaliation, they stopped the process to change my contract from office to remote.

1. Return from Surgeries before Doctor's Approval:

• I had two last-minute surgeries, both serious and urgent.
• The last 3 weeks before I came to work, my manager told me that they had a lot of work and that he wanted me to come back to work before the date my doctor indicated.

1. No Teamwork:

• When engineers had issues with each other, instead of trying to work things out by themselves, management encouraged them to go straight to management for any kind of topic (minor and intermediate too).
• The more an engineer talked bad about other engineers to management, the better they did on their performance review.
• Generalization Fallacy: For multiple topics, the management said that we (all the engineers) agreed with their bad behavior, but the reality was that we didn’t, and so at least 6 engineers left.

1. Legal Jokes and Corruption:

• Once I made a joke that I was going to hire a lawyer to review some of their behavior, and the manager said that in this country, all that matters is money and connections, that an employee will never win a case against a big company in Latin America.

1. Performance (backed up by emails and screenshots of the dashboard):

• I was able to become the best engineer for at least one year before my urgent surgeries and got the performance report to prove it.
• On the performance dashboards, I had the best metrics in Latin America during my time at Oracle.
• I took over 80% of the escalations caused by other engineers for my region and solved them.
• I closed more tickets/issues than any other engineer in the region.
• My dashboard was maintained in green for more time than any other engineer in the region.

Remove these two managers to stop the toxic, bad, and illegal behavior they bring to this region.