David Weekley Homes reviews

Full of fast talkers and blowhards at local levels. Culture diluted by self serving managers brought in from other companies that fire employees and replace them with their personal friends. Home brew software is painfully amateur. Girls in the office manage themselves and never sweat over getting important issues in a timely manner. Whole company very clickish and difficult to fit into one group without the others cutting you out. New people often ostracized and then leave in six months. Never expect to be promoted here, whatever you are hired at, if you are good at it, you will stay there forever. All upper levels came from other companies or forced hires from the main company. Every few months expect to get a visit from the owner's henchman, he will stay a few days and just wear everyone out with all day group inspections and point blank pop tests in front of your coworkers and bosses. Like the sargent in the movie, Full Metal Jacket.

Exhaustive, draining enviroment due to some management and office staff's combative attitude toward sales and construction. Overt hostility, arrogance and dismissive attitudes can be displayed toward sales, construction and even customers. Bad behavior, excessive time away from work, apathetic or poor performance by certain individuals in various roles within the division is often overlooked or even encouraged and rewarded Survey focus is unrealistic and obsessive. Uncomfortable pleading and/or bribing will be used to get the score whether deserved or not. Enormous pressure and significant compensation is tied to the survey, instead of genuine customer care/satisfaction. Poor workmanship, sloppiness, material issues and lack of labor accountability, is resulting in an overall lower quality of construction Management reluctance to grow and adapt to changing market conditions, especially by refusal to research and recognize the merits of the competition. Overall, seem not willing to listen in order to help advance the company brand. Inherent flaws and biases related to sales compensation, performance awards and bonuses. Some consultants are doubled up yet others are not based on arbitrary decisions by the project managers. In some busy communities there may only be one rep where two should be; but there may be two reps assigned to a community that is slower or does less volume and should't merit it. This greatly affects compensation, potential promotions, and morale. "Luck of the draw" when rotating prospects in two-person communities is punitive.