Not like the Grainger of old - Recensione dipendente - Inside Sales Representative presso Grainger

Under current management many benefits have been downsized. The take away of the profit sharing retirement and replaced with a 401k programs, resulted in a huge loss to employees and thus reduced retirement saving amount for employees. A reduction of PTO days accured by years if service. Company does not keep up with the rising cost for items required and the money they allow for reimbursement. Steel toed shoes that a person can buy are not controlled by the company, which styles and prices of shoes for employees, By allowing $125. every 15 months, only the lower priced and thus lower quality shoes are available unless the employee can afford to pay additional money for a better quality shoe. If one has special needs for shoe accommodation such as orthodics, defined heel and you need to get special approval for these shoes to use the shoe allowance. Enforcement of branch employee policies is not uniformly enforced. Job postings many times are posted after someone has been put into a position or it is posted but the hiring decision has already been made. Contrary to the talk about promotional opportunities, people have been held back by managers and sometimes no reasons were given to explain why someone was derailed from an opportunity. Sales goals for the salespeople and their bonus percentage can change mid year. If a Sales person does not hit the goal they will have to pay back and bonuses paid during the year. Grainger eliminated the phone staffs in the branches and created call centers. Seven years later, customers still complain about not being able to talk to the local branchs. Call center staff lack product knowledge, which forced increasing the technical support staff, incorrect advise given to the customers, incorrect product being ordered, Increased failure to deliver the advertised services of Grainger and increasing the workload of the branch personel, whose payroll does not support time to correct errors outside the branch or rework dictated to correct these situations. The new payroll metrics have decrease the payroll dollars allow to a branch even tho branch complexities have increase and well as internal support tasks that do not directly create transactions that determine payroll dollars for a location. The person Grainger hires now cares less about working, or customers, but only getting paid.