Time for Change - Recensione dipendente - Dipendente anonimo presso Rexel Group

2,0
8 apr 2018
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Staff - some very good employees who will go the extra mile - pity they are pushing water up a hill thanks to management.

Svantaggi

Senior Managers - Unwilling to listen, change or evolve. Happy to bully and play people off each other. Supported by HR who do not have employees best interests at heart. Communication - unlike mushrooms, staff do not flourish by being kept in the dark and fed excrement. Do not encourage an open environment or open communication. Customers - Rexel like large companies name above the door but do not actually believe the customer is central to everything - are arrogant at how important they are to customers and believe that customers should be grateful to work with Rexel. This is how businesses ran in 80s/90s but not now a days. Changes - constant 'strategic' changes that you can hardly keep up with nor can customers. No consistency in approach. Placing people who do not know the products in positions of responsibility who will not listen to advise and who treat staff like pawns and are arrogant enough not to answer emails or phone calls, again all to the determent of the customer.

Esplora altre recensioni su Rexel Group

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

Vantaggi

Good pay Benefits Clear vision Personal time

Svantaggi

Opportunity for advancement Yearly pay raises

2,0
2 lug 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Decent company benefits and strong talent at the branch and sales level.

Svantaggi

Gulf regional leadership is not effectively supporting the revenue-producing teams closest to the customer. What often presents as process, training, or accountability instead creates confusion, frustration, and reporting burden for branches and salespeople. When metrics become the focus instead of the support system, they inundate the field with activity, hinder execution, and create friction instead of progress. The company has talented salespeople, branch leaders, and field operators who understand the customers, markets, systems, and daily operating reality, but too many are underutilized while gaps are protected or explained away. That is how performance declines quietly: strong employees disengage, honest feedback gets filtered, and the company starts mistaking activity for execution. This is not a branch-level talent problem; it is a Gulf regional execution problem.

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