American AgCredit reviews

Con’s: • The company is moving so fast in so many areas that Change Fatigue is a real thing and not understanding the potential impacts before & realized impacts after the changes are made is problematic. • Very high turnover & lack of effective onboarding. There have been many recent changes (within the past 1+ year) at the “CxO” level, changes within the organizational structure, and numerous changes in processes and procedures throughout & effecting the entire organization. • Many people are working unhealthy 80 hour weeks for months on end. The scrum teams are woefully understaffed. Many team members are consistently stressed and afraid of “underperforming” (e.g. not meeting unrealistic goals set by managers). • Some managers fully embrace the change to Scrum Agile methodology and others “just don’t get this Agile stuff and just want the work done.” The team may explain to stakeholders why something needs to be prioritized lower than something else & the manager will tell the stakeholders not to worry and then tell the team to get it all done. • Production Support is embedded in the scrum teams and every team member is expected to be on call to address after hours production support calls (even the PO’s need to be available). Problem: there is not near enough time allowed to be carved out for addressing production support issues in addition to new work. • When promotions to management are done from within, the managers are not properly trained in “how to manage” nor “how to prioritize” - defining everything as a #1 priority means nothing. More bothersome is that some managers simply do not have the personality nor temperament to manage people. If you get a good manager, all’s great; but if you get a poor manager, work is pure hell. • There is a lot of “local industry nepotism”, backstabbing and favoritism.