Poor Place To Work - Recensione dipendente - Customer Fulfillment Representative presso Rexel Group

2,0
31 ago 2020
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Management has been flexible with appointments, such as dr. appointments, kid's school activities, etc.

Svantaggi

Morale is terrible and management does nothing to boost morale. No loyalty to employees, esp senior employees. Very little room for growth within the company. Communication is very poor. Obvious management does not care about employees. For example, there was a gas leak, and we were told not to leave the premises....another time the heater was out and it was 32 degrees in the office. We were not sent home, but told to put on our winter jackets. There were several incidents in which it was not safe to be in the building, but employees were not sent home. Direct manager was completely underqualified and upper management was aware but did nothing. Direct manager could not give any direction on any issues and would just laugh that she didn't know which direction to point employees. Total joke. Management and morale seem to be headed downhill more every year.

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5,0
6 lug 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Amazing team and atmosphere that made coming into work enjoyable

Svantaggi

The base pay could have been more competitive with the industry across the board

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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