Pros
-Truly gave me confidence as a professional. Was able to sharpen negotiation and communication skills with the C-Suite. - Was able to make great money from commissions. - Direct management and colleagues I worked with are genuinely great people. You will forever cherish the connections you make here. - Great stepping stone to learn what not to look for in a future company in terms of leadership, micromanagement and executive decision making.
Cons
As a tenured Client Relations Representative - CRR (Account Executive), I have merit to speak on behalf of my experience with Paycom. My main cons have to do with the lack of customer service, greed which leads to problems never being addressed for clients, leadership decisions, and the overall structure of the CRR role. Customer service - The PSD department and majority of ancillaries are too inundated to do their job correctly. Throughout my experience with Paycom, I cannot tell you how many times my sales and day-today were compromised by having to put out constant fires. I will give grace as I know PSD leadership is mostly to blame, but it just keeps getting worse. Try having a productive sales meeting with an executive when they have a broken system that no one can seem to resolve. It got to the point where I was spending a lot of my time teaching specialists about the system. Greed - it is a "sell at all costs" culture. Outside sales takes the approach of "sure, of course that will work, now let's get this signed," only for it all to backfire and start the long relationship of broken promises and lack of trust. CRR's have an unrealistic weekly quota, un-strategic meeting expectation, and constant 'added on' job duties that is literally killing the morale of the entire department. Paycom introduced a new solution that began the demise imo. This initiative completely swallowed the department, shifting all focus on selling it. There was no strategy on the initial roll out, and the constant (almost dictatorship style) of how we had to sell it really put a strain on the trust of the CRR department. I won't get into details, but it was very concerning how reacting and desperate it got. Leadership has a very outdated way of thinking. One good example was the knee jerk reaction to mandate all meetings be held in person again. I do agree in person is very impactful for building relationships, but there was no horizontal hierarchy in the decision and no suggestion that maybe a hybrid format would be both wildly revenue generating and positive for employee well being. There was no consideration for maybe a more strategic way that involves real time feedback from all areas of the organization. If you want to make money at all costs by sacrificing employee wellness and WLB, then I would give it a shot. You have potential to make great money, but it is a huge trade off because all other areas of your life will be negatively impacted.
