Transitioning Roles: From a State Prison to a Community College

After five years of serving as a desktop support technician for a state prison system, I knew it was time for a change. Working in such a stringent and monitored environment, while allowing necessary tools, required a rigorous screening process for every employee, including IT technicians. Despite the potential for expedited processing, we were required to follow the same procedures as any other staff. This included taking off belts, shoes, and emptying pockets for a metal detector screening. Any bags or equipment had to be inspected and often opened.

Securing a New Job

Given my experiences and the tedious nature of the procedures, I decided to leave law enforcement and seek employment in a small community college. The interview panel at the school consisted of the VP in charge of IT, the IT department manager, an IT system admin, the HR manager, and a non-IT staff member. The interview process was successful, but I didn't hear back from the school for three weeks afterward. I reached out to the IT and HR managers to remind them of my application and interest in the position.

Several days later, I received a call from the HR manager offering me the role. I accepted, gave notice to my manager at the Department of Corrections (DoC), and began work at the school two weeks later. The HR manager provided me with a tour of the campus and introduced me to various staff members before leaving me with security to get the necessary keys and card keys. Once I was done, one of the guards escorted me to the IT office.

Setting Up in the IT Office

The IT office consisted of a work room and an office with four desks. There was another office for two techs providing phone support, situated across the campus. During my tour, I noticed the IT manager I had met during the interview was absent. The system admin, who was part of the interview panel, informed me that he was now in charge due to the IT manager's departure. I thought it was no big deal, congratulating him on his promotion.

However, the other system admin chuckled and revealed that the IT manager was only an interim position, as the VP in charge of IT had already stated he would not be permanently assigned to that role. Essentially, the interim manager was a figurehead with limited authority.

Facing Challenges in the New Role

For nearly three years, I endured a series of challenges under the interim manager's regime. The VP seemed to value control over the department and its budget, keeping the less qualified manager in place. The interim manager was frustrated with this control, lashing out at me and the other desktop support techs. He would frequently observe our work and criticize our methods, always after the job was finished, suggesting he could do it better. This behavior was not only annoying but also disheartening.

The underlying issue was the VP's reluctance to hire a qualified manager, preferring to retain control. This led to a toxic work environment, where the interim manager's frustration spilled over into his interactions with me and my colleagues. Over time, these challenges took a toll on both our morale and productivity.

Despite these challenges, I remained committed to my role, hoping that a more experienced manager would eventually be appointed. However, the situation remained unresolved for years, affecting the overall efficiency and satisfaction of the IT department.