Build.com reviews

HR - Hiring practices are awful. Candidates, both internal and external, are often left in limbo wondering whether they did/didn't get the job. This makes it impossible for managers to set goals that align with organizational expectations and often the manager is the one who gets the short end of the stick. Not to mention it's a terrible look for perspective hires. Managers are not trusted in hiring for their teams. Communication is lacking. Training - They put all managers and potential managers through a training course, and when managers want to use the skills to improve the organization, we are told it is not within the culture. Why bother teaching managers methods if executives see no value in the methods? The class is 12 weeks long! "Big Dumb Company" - This has become the excuse why we don't do more to make our business better. It's why we don't have enough development resources, or why we're not fixing what's broken. Code Green - Or what I like to the call the "figure it out" policy. Code Green is the practice of making support employees take sales calls without training them how to talk to customers, regardless or experience or comfort. It is sold by saying it's a part of our values, but what it really is is taking away our talent's ability to do their jobs. Instead of working on tasks that benefit our customer, managers and employees alike are required to take these calls. We are told "it's just an hour a day" but due to follow up, each hour balloons into 2 hours, 3 hours, call backs, checked messages, calls to vendors, calls to brands, etc. As a result, things get backed up and the site doesn't improve to fit customer's needs. Now customers are calling about a return that just hasn't been processed, by the employee who handles returns. Or the product didn't get added because, get this, the person who could have added it is taking calls. When managers complain, they are told to "figure it out". When work piles up, we're held responsible. Executive Leadership - Our CEO lives/works offsite, our COO does as well. We've had openings for key executive roles for months and the ones we've hired didn't last long. The company doesn't look to it's management staff to replace lost executives contributing to a dead end and there is no executive development training to fill the bench. Very few control too much and as a result, executives are spread too thin to actually provide good leadership.

Some small inconsistencies between training and being on the floor. Just little things that are either out of date or have changed hands frequently so that they have a different policy now.