Terrible Company - werkgeversreview Assistant Manager bij Mapco Express

1,0
5 nov 2017
Aanbevelen
Goedkeuring directeur
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Pluspunten

The only pro to working for this company is their newly introduced day 1 benefit enrollment.

Minpunten

There are only negative things to say about this company. First of all, the training company wide is atrocious. It starts with hourly associates and only gets worse the higher you get. Store associates are given three days of online training and then released into the wild to run shifts all by themselves with only the knowledge they picked up during the online modules and are expected to run shifts alone often for extended periods of time. Store managers get four weeks of “training” during which they do not receive any training how to hire or fire associates, approve payroll, or really any training on the MAPCO HRIS platform. They talk very highly of their advancements opportunities, which are very few and far between to begin with. Even once you have poured your blood sweat and tears into this company and acquired advancement you are simply told that you are good enough and given a drastic demotion. Training at the corporate level doesn’t exist. They take somebody with no experience in a position and expect them to perform well with hardly any training or performance feedback. They want to talk about their “customer-centric” environment and then bring in a VP from Dollar Generally because their employees are so people focused.

Ontdek andere reviews over Mapco Express

5,0
20 jan 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

At home Work life balance

Minpunten

I have no complaints whatsoever

1,0
10 nov 2025
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Flexibility of work schedule as a salary employee

Minpunten

The company operates multiple food concepts—such as Noble Roman’s Pizza, Subway, and Pizza Hut—within its stores, but these initiatives often compete for attention and resources rather than complement each other. Unfortunately, there is a significant lack of operational support across the board. Managers are expected to juggle responsibilities between concepts without adequate staffing, documentation, or guidance. Leadership presence is minimal. Operational managers and food concept leads are rarely visible unless there’s a problem, leaving store teams without a reliable point of contact for questions or concerns. Support is disproportionately directed toward high-performing stores, while struggling locations are left to fend for themselves. This one-size-fits-all approach ignores critical factors such as store volume, location, and local competition. Expectations are unrealistic. Low-volume stores are held to the same performance standards as high-volume ones, with no adjustments for market conditions. This disconnect between corporate goals and on-the-ground realities fosters frustration and burnout. The culture is heavy on talk and light on action. Long-standing employees are leaving at an alarming rate, and remaining team members are increasingly worried about job security. Morale is low, and many feel they’re next in line to be let go.

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