PPG reviews

They care more about their own internal functions and processes (expense reports, sales meetings, etc.) than they do about customers and sales. Upper management is a constant revolving door. New managers come in with new initiatives every few months (I had 5 managers in less than three years), leaving the front line field reps confused and and unable to get any traction on the competition (Sherwin Williams) in the market place.

"Training" consisted of a verbal brain dump from one person to another. A significant amount of information was not documented for reference, while the documented information was often out of date. In most instances, new hires didn't get an opportunity to practice a newly "learned" skill before they were responsible for executing it. New hires were assigned to shifts without supervisors, and had no way to contact anyone with experience should a question or problem arise. Management asked for feedback and suggestions, and often agreed to make changes, but then repeatedly didn't carry through. The persons who were promoted were the ones who generated the largest amount of completed work regardless of accuracy, even though we were told that quality was more important than quantity. All of these issues created a very tense, difficult environment in which to work.