Favoritism, Anti Diversity - Recensione dipendente - Senior Manager presso PepsiCo

1,0
3 set 2015
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good objective structure for raises. many opportunities to move around the company, however the different divisions don't talk to each other.

Svantaggi

You need to get into the upper management clique to get anywhere. Females are promoted just because they are females and not on experience and results, because it helps the diversity numbers for the company as the CEO who is also female wants to promote females. People are terminated for no apparent reason. Company just talks about work life balance but does not practice it AT ALL!!

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Risposta di PepsiCo
10y
Thank you for taking the time to post a review. At PepsiCo we do not tolerate favoritism. Even as a former employee, if you suspect a possible violation of our Code of Conduct, we encourage you to speak up and report it at 1-866-729-4888.

Esplora altre recensioni su PepsiCo

5,0
15 feb 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good job for the money

Svantaggi

Long hours and physical labor

4,0
6 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Worked for PepsiCo for 10 years across four locations in Pennsylvania, Delaware, and Florida. Gained experience in multiple sales and operational roles while supporting account growth, merchandising, and customer relationships. Florida locations were especially well-operated and efficient. PepsiCo provided competitive pay, solid benefits through Keystone, and a good vacation package compared to competitors in the beverage industry. The company also offered strong sales incentive programs, earning rewards such as Orlando Magic floor seats, Pro Bowl tickets, Apple Watches, and Yeti cups for exceeding performance goals and driving sales results.

Svantaggi

While PepsiCo promotes internal growth opportunities, many promotions and leadership opportunities appeared to favor college internship hires over long-term internal employees. In some cases, newer college-based management pushed corporate initiatives without fully understanding local market realities or account volume trends. For example, innovation products were sometimes forced into low-volume accounts where sell-through was unrealistic. Operationally, certain delivery processes could be improved, particularly with Tropicana products being stored in coolers on trucks for extended periods, which could impact product quality and increase waste. Work-life balance could also be challenging, as sales representatives commonly worked 50–60 hour weeks. Expectations from corporate leadership were often unrealistic, especially when customer representatives and drivers were expected to fully stock stores while servicing 15+ accounts per day. Experiences could also vary depending on whether locations were union or non-union operated.

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