Bad Management - Recensione dipendente - Client Service Representative presso ENGIE

Poor Wage/Salary as Engie aligns pay with local positions of similar title, but not similar responsibilities. Engie embraces the outdated management practices of the early 80's, which is why they align the position title of Client Rep as a simple customer service role allowing them to provide a justifiable lower wage. The Client Reps at Engie function far higher than a customer service call center rep. They are client managers, assistant team leads, trainers, sales, project managers who also do the lions share of onboarding new clients. They even unbeknownst to teammates pool money together for team gifts etc, This role also comes with perks such as endless, thankless, and continuous OT until you are frazzled. When you do the math, you're making less than minimum for large portions of the year. Engie treats each role small and large with equal disdain. This is evident in the training process, where an employee is rushed through a few days of training, that use to take several weeks. Then they are shoved to the production floor, where deskside "training" is received. This is where a peer shoes the new hire how to process a task. The problem is the training is based on what a person perceives as the best method. This is not always the correct method. With hu dress of people on the floor, this has lead to many different ways to work tasks. Which in turn causes errors in other areas of the company. Corporate lacks uniformity in this area. Because of the training issues, a steady stream of "training ops" are issued by peers. This requires the employee to defend themselves, which usually goes poorly. Supervisors rather than fixing the overall problem, treat the offender as the issue. This has forced team roles to form cliques in order to survive. Separated by role, these groups form a group process for tasks, and defend each other to peers and supervisors. This can lead to multiple people ganging up another. This is great for morale as the tension builds and peers do not wish to send training ops because they don't want the hassle. Meanwhile the supervisor is happy running their little reports and avoiding any real supervisory duty. The problem with these groups is each team builds their process. Corporate needs to step up and create quslity uniform training, and floor process. Armed with whatever golden nugget they learned from a management for dummies book supervisors use the animosity created in these groups to find dirt on the other roles and individuals. This creates a toxic, sometimes hyper competitive, backbiting culture. No matter the ownership changes the name changes of this company the bad habits continue to thrive since this company was started. Management lacks vision, and steadfast strength as they leap from one social ideal to another in their attempt to appear socially current. Example embracing the cancel culture with vigor, as they are willing to sacrifice performance and employee well being by encouraging the insufferable few to make life miserable for the majority with petty complaints. When coming to work for Engie on the production side, remember even though this is an office, it is a "production" business, and while management repeatedly says they care about quality over quantity, the reality is they do an about face in seconds and encourage sloppy fast paced work to push numbers high. They know as well as the production worker that the matrix system is garbage and easily manipulated. They know only a tiny portion of mistakes will be caught, so by pushing quantity over quality they look good. For example an analyst clearing 88 edits with quality, can easily clear 200 by rushing through. They can go much higher if the supervisor has their back. The downside is When a problem comes up, that same supervisor will push that employee out the door to save their own behind, and then start the process over again with another individual. I've been asked by each supervisor I've had to locate dirt on fellow teammates in order to build a termination file. I protested each time and would not be party to such low rent behavior. I've had others on the team say they have had similar discussions with management. Management retaliates when these requests are refused. They do so by engineering or having others watch you for any dirt. At one point I witnessed 5 different people watching each other, and it creates an atmosphere of tense distrust. Career Opportunities are limited once you get to Client Rep role. Unless you hold a technical skills the options were you could become a supervisor or client manager. Thanks to short sighted Client Directors they eliminated the client manager option chosing to hire strictly off the street. at least they were while I was there. Hopefully that has changed. The problem with hiring off the street for the client manager role is the company gains a salesman but tosses know how in the sheen. This results in clients being guaranteed a service or price that doesn't exist. It also leafs to client Managers not having a clue how the company or processing works. This leads to one off production and causes a myriad of issues in multiple departments. The end result is the client rep has to deal with the mess. I was offered a Senior spot out of state and declined as I did not want to move. I wish I had taken it, because my supervisor was upset I was offered this spot and he became unprofessional by ridiculing me. This began a 9 month long drive for my supervisor to push me out the door. 9 Months under a microscope and what got me was me following the written process from corporate on three E-Mails rather than the impromptu process the supervisor created just for me, just for that month. Easy as that. This speaks volumes to the HR Department for allowing this. I've seen HR drop the ball with other employees, good employees so I wasn't surprised they were equally useless for supporting me from a predatorial supervisor.