Customer Service Rep - Recensione dipendente - Customer Service Representative presso Chubb

4,0
29 gen 2018
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Work from home. Flex time. Pension. Tiered PTO days, 18 to start I think. The company climate was very lax before being bought by Ace. The supervisors at the CPC will ride you to produce if they feel you’re the type they can do that to though. HR was very fair in my opinion but none of them stayed with the company long after being bought by Ace either. I left in July 2017 and found a UA position with a competitor. There are lots of opportunities out there, one shouldn’t feel stuck and allow the Sups to dangle carrots in their faces for promotions that will never come. I’m making 17k more at my current company than I was as a CSR 2 at Chubb. I appreciate the valuable experience, having Inland Marine experience actually gave me an edge, not many people trained on Inland are out in the market looking, I was the top candidate for 2 other companies because of my niche experience. All in all, it was a positive experience.

Svantaggi

After being bought by Ace, it became a micro-managed environment. So I started working from home a few months after the merger. Not very many minorities were promoted out of the CPC. Lots of gossip mongers at CPC, best to stay to self. I was making a little over 35k after being with them over 3 years, pay was low in my opinion.

Esplora altre recensioni su Chubb

5,0
16 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Great teaching with leadership that wants to see you succeed

Svantaggi

It can be overwhelming at first

2,0
22 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Business side is smart and is superb at their product

Svantaggi

The IT organization struggles with structural challenges that impact efficiency. The offshore-heavy model in India means US-based employees regularly work early hours to stay aligned, which is unsustainable long-term. The workforce is heavily weighted toward a high-headcount service model rather than investing in strong engineering talent — you need fewer, better engineers, not more bodies. Central tech functions are attempting to build platforms, but without a clear shared understanding of what a platform actually means, these initiatives remain incomplete. The result is heavy manual workarounds propping up half-finished solutions. Strategic direction shifts frequently, and ongoing layoff announcements make it difficult to plan or build momentum.

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