CoxAutomotive Regressive Benefits - werkgeversreview Diesel Technician bij Cox Automotive

1,0
4 dec 2024
Aanbevelen
Goedkeuring directeur
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Pluspunten

-Growing company providing room to advance career -lots of overtime

Minpunten

PTO and work life balance was the benefit that drew many of us to this company. They provided 192 hours pto per year at the start of employment, very generous policy. It brought a lot of talent on board. Beginning 2025, all employees with 0-4 years tenure will receive 80 hours instead. -Promotions are not merit based -Corporate execs making decisions they don’t understand -takes roughly a years time to get a raise after being assured it’s coming. -recent company and policy changes have been disappointing -poor QOL outlook -55+hours/week expected with 2 weeks total vacation/sick/personal/anythingbesideswork days

Ontdek andere reviews over Cox Automotive

5,0
28 mei 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Great opportunities to learn the latest tools and technologies

Minpunten

there was some travel involved and i hate to fly but wasnt too bad

2,0
26 jan 2026
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Good benefits, yearly bonuses, unlimited PTO for salaried employees, good 401(k) options.

Minpunten

Frequent restructuring and department‑level layoffs have created an environment with limited job security and few clear paths for advancement. Although the company emphasizes an “employees first” philosophy, ongoing reorganizations and realignments often tell a different story. After operating as a primarily remote organization since COVID, the sudden shift to a mandatory return‑to‑office policy for anyone within 25 miles of an office has added additional strain and inconsistency. The organization is currently in the middle of a multi‑year growth strategy that has resulted in role eliminations, department consolidation, and reductions across multiple business units. Until this stabilizes, it may be challenging for employees to feel secure or see long‑term career opportunities. Advancement has also become increasingly dependent on internal connections rather than transparent performance‑based criteria. Additionally, higher management receives quarterly bonuses, regular promotions, and recognition for improvements when they're not the ones doing the work. This is not a "Top 100 Places to Work" when they're constantly letting people go and changing their business model/outlook.

5
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