IGT reviews

After the last change in management there was a fundamental shift away from employee satisfaction to pure profit making. Promised rises based on performance never came about while, at the same time employee benefits required higher and higher contributions. Layoffs to "reduce headcount" became common. After two successive mergers (Spielo and IGT) IGT's transportation operations were moved to Reno, NV and I too was then laid off.

Current strategy is to increase egg production by throttling the chicken. Sales is a highly regarded focus but back of house is seen as a drain on profit. Current strategies include - No new hires or replacements especially in IT, leading to significant drop in support value to the business needs - No travel apparently everything can be done on the phone unless you are a VP, again leading to lack of business appreciation and therefore lowering of support standards - HR corporate & HR local have no cohesion, providing un realistic salary expectations to local staff that will not be honoured at corporate level - Collaboration tools simply don't work on the Legacy IGT side, so much for no need to travel, combined with two distinct (domains) networks After 20 years staring to see the same mistakes by the new owner, we do miss Tom Baker