Pluspunten
-Good benefits package and matches retirement contributions. -Depending on the supervisor, can be very understanding with family obligations and work/life balance. -At times, some of the best people I’ve ever worked for and with. -Leadership at dealerships is getting better and better every year as legacy management teams retire and new, enthusiastic and receptive teams take their place. -Great IT, HR, payroll, accounting, facilities and properties departments that will bend over backwards to expeditiously help out with what they can. -Company car was great. -Gas card and factory pricing on vehicles at dealerships was nice. -Great interactions and professional relationships with individual personnel encountered at locations throughout the organization. -Got to ride in a private jet one time -Can sometimes score tickets for a game or event at the corporate suite at Xcel Energy Center
Minpunten
-Ever increasing workload without comparable increase in pay (especially in recent years). -No formal, periodic written performance reviews, so no opportunity to discuss performance or salary increase on paper. -Advancement is based more on social interaction at corporate office rather than performance. -Some corporate upper management and executives are very passive aggressive. They’ll smile to your face, then trash talk you behind your back. It’s become very cliquey. -Compliance is treated differently at locations closer to the corporate office than it is at more rural locations and states farther to the south. Time and resources are not distributed equally. There not much effort to invest more resources, such as increased compliance staffing and time, in these areas. -Expansion takes the front seat, meanwhile, logistics and compliance is more of an afterthought, if even a thought at all. -No corporate initiative to hold management responsible at dealerships and locations exhibiting constantly repeated compliance violations. Instead, the recent trend has been to try and fix these issues by adding the job of facility maintenance to the list of duties for the safety compliance team. This included having them clean up and fix issues noted during their inspections. This lead to an overwhelming workload, putting most of the compliance responsibility on the compliance team vs. individual locations and a shifting goalpost for what is expected from the compliance team. -One employee spread over 50 locations over 6 states responsible for total EHS compliance (2, with the addition of another part-time worker in the last year), including performing site inspections, heading and documenting safety committee meetings and fixing found issues 4x/year. On top of that, ensuring environmental regulatory compliance, providing equipment and EHS related trainings, mediating the response on any regulatory inspections and drafting and updating programs for all locations. -Corporate executives and management do not understand or acknowledge duties and functions of their subordinates that fall outside of their scope, causing them to undervalue their personnel. -Company claims to have family values. The closest to that I observed was hiring practices based on “knowing someone” rather than their professional ability. -Job security seems to depend on who you’re friends with. Some legacy corporate folks can waste more than I was paid annually (multiple times) on a knee-jerk reaction and still remain employed because they know one of the executive team members on a personal level. Others without those connections can be let go on a whim with little to no reason. -Corporate work environment feels more like high school than a professional workplace. -The company owns a golf course, but you won’t ever play on it.