Build.com reviews about "training"

Company needs ethic training. Men do not deal well or know how to interact with black women. None of your concerns will be address. Lied about comp plan. Certain options are only offered to certain people. It’s a boys club. I had a whole sexual harassment case and no one looked into or followed up with my concerns. Management is a bunch of men who have no real life skills outside of build. Terrible pay and forced overtime. Please don’t get sick or you will be treated differently or asked to resign. Terrible terrible job. Forced to fight other reps for commission. Please do not ask questions you will be talked to in very condescending tones.

You have to be ready to work. You can't be lazy or only put in 50%.

I read an article not long ago that perfectly described my experience working for this company. Build.com "is a workplace culture that encourages fraternal “old boy networks” that inclusively support and encourage networking with fellow males and while at the same time, block female employees from participating in the male-dominated decision-making circles. Bro culture supports the exclusion of women to foster and support values that maintain “the way we always done things around here.” This adage is often actualized as a barrier that rejects difference to maintain the comfortable “company way” of conducting business". You want to talk about politics in a corporate office? This place has got it. I've seen way too many good people (genuinely good, hard-working people) get mistreated here. Nobody wants to speak up because of fear of losing their job and unfortunately it's cultivated an uncomfortable workplace environment. The feeling of anonymity, irrelevance and immeasurement has truly classified this company as a miserable place to work.

In a company that is constantly growing and changing, there are many times where work life feels unstable and inconsistent. Roles and expectations change frequently, as well as teams and supervisors. This can make it hard to build strong, consistent teams. However, an employee who would thrive in sales would be an employee who is easily adaptable to change.

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.

Not a lot of additional training.

Stress on sales floor can be rough. Keeping up with your senor coworkers!