Mercury Insurance Company reviews

Unnecessary and wasteful quarterly courses that take time away from working your desk. Unnecessary and pointless journaling that amounts to nothing but busy work and time away from working claims. Unnecessary and excessive reports on adjusters and the handling of their desks. Unnecessary and fear-driven surveys are used to knock down adjusters. Management does not celebrate or give positive feedback unless the surveys are 5/5. Receiving a 4/5 is a failure in their eyes. However, adjuster performance should not be rated on a subjective survey sent to an upset insured who was found to be at fault for a loss (of course, the survey will be negative). However, upper management doesn't seem to get it. Management is quick to point out errors and slow to recognize progress or success. Upper management, beyond the branch manager, has no clue what they are doing. They believe reports are the way to go. However, they have no solutions to improve or make the frontline adjuster's desk more efficient. They do not provide overtime, yet they want a turnaround on claims and settlements (which takes time). Committees and Management develop pilots that impact the actual work and create more work for frontline adjusters (e.g., Low touch pilot and CS360, to name a couple). Floaters do not do their jobs to cover the adjuster's desk when the adjuster is out or experiencing system issues. Town halls are unproductive, and essential team questions and concerns are ignored. It is an excellent place to start and get training (which is still lacking) but not a place to stay long-term. It's tough to get fired from. Depending on who your manager is and who your supervisor is, you will either be successful or fail. They implement a leave-no-stone-unturned investigation process. This results in liability decisions and closures taking longer than necessary compared to their competition. They need a better IT department, and their technology is lacking. Excellent audit scores, survey scores, and key performance indicators can all be on point, but they will still say you are not performing if your monthly activities are not zeroed out. They will also try to give promotions without raises, upping your title and workload with a stagnant wage. Low pay does not allow for 401k contributions.

Micromanagement is the name of the game and it's not supervisors and management who want to micromanage It's upper mgmt/executive who create fear that weakens employee confidence and thereby takes away agency and empowerment. People including supervisors and mid managers are afraid to make decisions because of audit or reprisal from upper mgmt AUDIT IS EVERYTHING in all departments. Promotions and raises are largely based on audits. This leads to micromanagement by supervisors who are audited harshly. If you miss giving an employee a comment when they miss something, the supervisor is docked as well as employee. Managers were not individually audited but their branch scores are their scores. This environment comes from the founder on down. I used to think when George Joseph dies, it could change, but I now think it's too entrenched in the company culture.