Management Development Program - Operations Supervisor McMaster-Carr Employee Review

McMaster-Carr is a very interesting company. From a business standpoint, I respect the way they run their operation. The cut costs whenever they can, run lean, and hire incredibly smart people to run their operation. The management development program is set up like many rotational programs except there is no set path or timeframe for your role in each department. You are often in a department for a short amount of time and then transferred when another co-worker is either let go or quits. Upper management usually hires ivy-league generalists whom they can plug and play in different roles. This system creates an atmosphere where you aren’t developed by your manager because you or your manager will most likely be transferred within the calendar year. This constant rotation of management puts stress on employees as they see management turnover year after year, where information is seldom passed down from one team to the next. The actual work at McMaster is tedious and often not challenging. In this environment you are pushed to defer to upper management when a problem occurs rather than seek creative solutions on your own. This is because there is a pertinent fear that surrounds this company. Every mistake you make is logged and it is normal for management and employees alike to come in every week not knowing if it is their last. Rather than try and solve a problem on your own and fail, the safer alternative is to defer to the boss so you will be absolved of any blame. During my time here I felt as though I didn’t learn any useful technical skills but instead regressed in terms of challenging myself intellectually. The communication surrounding your performance is poor at best. Rarely will managers give positive reinforcement for good work but any mistake is highlighted and sent up the chain. As a supervisor that was what I was required to do for employees. It stands to reason that is what was done for me. It is rare that recent undergrads will be able to successfully work their way up the corporate ladder here. This company rarely promotes from within as their business model promotes the “churn and burn” mentality. Every former management employee I know that has left the company, whether by termination or on their own has been happier in their next endeavor. There is rarely a person who leaves McMaster—Carr and looks fondly on their time here. My advice: turn down the ridiculous amount of money that McMaster-Carr is throwing in your face. It isn’t worth constantly looking over your shoulder and not knowing who you can trust at your workplace.