Unitek SUCKS. Stay Away from them. I would rate them negative 100 star if that was an option. - Recensione dipendente - Dipendente anonimo presso Unitek Learning

1,0
7 mar 2018
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Nothing really...the new management who were brought in after Unitek was purchased are the problem...I am required to add 5 words for Pros, but what can I say there are no pros.... I can write pages after pages about how bad things were....stress, anxiety, lies from bosses, yet no one to complain to... if you did complain you would simply would get fired.

Svantaggi

Do not kid yourself and get sucked into their promises. I just read the previous comments about someone rating them 5!!! That person either was forced to write that or must have been smoking something as everyone who worked at Unitek knows how terrible the company is....the only way Unitek could get better is if the board fires all the current management(*starting with the CEO) and starts fresh...

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

Vantaggi

Remote position, flexible work hours, excellent team, great support

Svantaggi

None, everything is great here!

1,0
5 apr 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Pay can look decent on paper. You’ll meet some genuinely good coworkers… briefly, before they leave.

Svantaggi

Where to start. Leadership is the core issue here—particularly at the dean level and above. There’s a consistent pattern of internal politics, shifting priorities, and a surprising amount of energy spent on positioning rather than actually leading. It often feels less like a leadership team and more like a competition. Turnover is not just high—it’s constant. Seeing people cycle out in a matter of months is normal, not the exception. That alone should tell you something about the day-to-day reality. There’s also a noticeable disconnect between what leadership says (culture, support, improvement) and what employees actually experience. Culture is frequently talked about, occasionally presented in meetings, but rarely felt in practice. If recent “improvements” are the benchmark, expectations may need recalibration. Execution is another major gap. There’s a lot of talk, a lot of titles, and a lot of meetings—but very little follow-through. Decisions change quickly, direction is unclear, and accountability is hard to find. You may also notice overlapping roles and external collaborations that raise questions about priorities and boundaries in program development. At minimum, it can feel disorganized; at worst, it raises eyebrows.

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