McKinstry reviews

I had the good fortune to have worked with George Allen, and while I'm sure that he's proud of where his sons have taken his company, I think he'd be disappointed with the erosion of the once-strong McKinstry culture. The culture used to be a driving factor in the strong employee commitment to the company, but that is gone now due to the focus on growth for the sake of revenue. All middle-management attention is focused solely on department revenue, at the expense of employee satisfaction (regardless of their marketing blurbs - look how many key people have left in the last few years), division direction and market competition. Many middle managers are unqualified and ineffective and are kept employed or even promoted - even after they have been graded as ineffective by their direct-reports. Amazing. There is also little to no focus on employee professional growth opportunities in most divisions and no clear manager training program. You have to be nominated to participate in their DBOM management class, and there are lower-grade managers with two direct-reports taking the course before operations managers responsible for departmental budgets and revenue. HR also allowed many 'questionable' employee interactions to fester into tenable situations instead of taking decisive action. You often felt that you had no support if conditions were to worsen.