Slave loader - Recensione dipendente - Warehouse Loader presso PepsiCo

1,0
4 gen 2016
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Pay is the only pro. Though not enough for what it's expected of you.

Svantaggi

It really is modern day slavery. Doesn't matter how many cases you pull or how hard you bust your butt. If you don't pull 160 cases an hour you're gone. Ridiculous. I seriously kill myself and work as hard as I can but there is no way I can pull what is expected so I know after my 90 days, I'll be fired. Just sad because I am a very hard worker.

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Risposta di PepsiCo
10y
Your concerns are important. And it is imperative they are heard and evaluated by the proper channels. Please address your concerns with your manager or HR business partner. If you prefer to do this anonymously, you may use the Speak Up line by calling 1-866-729-4888.

Esplora altre recensioni su PepsiCo

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

Vantaggi

Solid structure, goals are attainable, strong leadership.

Svantaggi

Fortune 50 company comes with restructuring and potential employees headcount resizing.

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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