Don't bother - Recensione dipendente - Clerical Assistant presso Zeigler Auto Group

1,0
10 apr 2018
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Hours, location, clean facility, nice GM, cookies

Svantaggi

Fast to hire and no training Benefits were expensive 401k on Day 1- you contribute but they don't match Gossips, cliques, good ol' boy system

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Risposta di Zeigler Auto Group
8y
We sincerely apologize that your experience didn't match our expectations for on-boarding new employees to our team. We strive to create an exciting new employee orientation that includes a variety of interactive activities and fun videos. It is our teams responsibility to share our mission, vision, values, and overall culture so that you know our expectations in joining our team. We do have a 401k Profit Sharing Program as well. Thank you for sharing this information as we continue to improve the on-boarding experience for new team members.

Esplora altre recensioni su Zeigler Auto Group

5,0
18 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Outstanding culture for a car dealership. They really care about their employees. Offers many ways to learn leadership skills and advance within the company

Svantaggi

Sometimes the hours are long, but most of the time it goes by quickly.

2,0
3 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Great company for starting your Service Advisor Career. Culture is high tier, most everyone is very friendly and willing to help you learn and succeed regardless if your success is to their benefit. Internal recognition is a huge part of the culture here and feels very rewarding. Although this is a huge dealer group, the feel of each location is very local and tailored, and there is no "corporate bureaucracy" to deal with at any level.

Svantaggi

Upper management/corporate management is woefully profit focused, and that attitude trickles down. Middle management or location management is often spread too thin and/or too entrenched in their ways to address the policies, attitudes, and people that are an anchor to the companies' success. While some areas have incredible managers with a huge capacity to help their departments succeed; other managers can turn a total blind eye to the problems in their department that in turn ruin opportunities for success for their peers. Change is only fast when the effect on the bottom line is obvious. Change to the recurring issues that don't have an immediate effect on the bottom line are ignored, making it impossible to know what the actual standard for performance here really is.

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