I was hired as an AMT (Account Manager Trainee) in January. We were paid around $14/hr, plus 7.5 hours of OT, with the promise that after completion of the program in May, we would receive a 2k bump and become salaried, $100 monthly cell phone allowance and $400 monthly car allowance (both untaxed). Midway through the program, senior leadership decided to end it and implement a recruiting training program where you had to hit certain milestones to be promoted to Account Manager. Based on the average employee’s performance, this would take around 8-12 months. Not only did they screw us over financially, it also took senior leadership another month to present said milestones, and even then there were many unanswered questions, such as what our job titles were. If that doesn’t scream “we don’t care about our employees,” I don’t know what does. We were set up for failure from the beginning. For most of my time there, we weren’t treated as recruiters or AMTs, we were “sourcers”; meaning we submitted candidates to jobs where we had no relationship with the hiring manager and therefore would never get feedback or see commission from it. By the time I quit in April, nearly half of the AMTs who began in January had quit, and nearly half of the Charlotte office had quit or were fired. Management will lie about why employees leave the company in order to create the perception that the miserable culture is due to employees’ performance, rather than upper management’s complete lack of empathy for their employees. The culture is “churn and burn”; senior leadership explicitly tells hardworking employees to leave if they are unhappy. Management also hires their friends rather than qualified employees. If you’re set on going into staffing, know that turnover is inevitable. High turnover is not. Other staffing firms will pay you a base of 40k instead of 35k without making false promises. The positive ratings on Glassdoor are driven partially by consultants, but mostly by senior leadership asking employees to write positive reviews.
