- A culture of micromanagement from the top down
- a culture of meetings, meetings, meetings. Have to speak to your boss? Book time on her calendar five hours from now or even tomorrow. She’s busy. Every single moment of every day was booked up with pointless meetings for everyone. I literally had to buy an Apple Watch to be reminded of what the next pointless meeting I had to be at was.
- I was made to discuss forecast with my boss FOUR times a week. Once in our team meeting on Monday, once in our one on one with my boss on Tuesday, once in our team meeting on Thursday, and guaranteed - you’ll be getting another call from your boss who’s freaking out to hit her own number to discuss your number with you again.
- As of last quarter, only 27% of salespeople actually hit quota (straight from the CEOs mouth on our bi-yearly meeting)
- A revolving door of sales reps. In my office, in the year I was with the company, 30-40% of the office quit or was fired for not hitting quota. They interview every Friday, whether they have an open territory or not - because they know turnover is such a problem.
- Upper management wants you to have every moment of every day booked. (They literally showed it on meetings multiple times.) the problem is they don’t leave you anytime to manage administrative tasks - so, expect long weeks.
- The expectations of “first time appointments” being 5 a week is unrealistic. Every coworker I had was faking FTAs just to hit metrics.
- I was completely over promised during my interviews. The amount of money I would make, the amount of turnover, my managers management style, how much prospecting/coldcalling was required, how many appointments SDRs would book for me, how many marketo leads I would get, how much opportunity was in my territory, etc - it was all a lie.
The biggest problem is this: Paycor recently had an infusion of cash from a private investor. The private investor wants results for their money. Paycors solutions? Add more feet on the ground. They’re hiring like crazy, giving crazy quotas, and burning through reps because no one can achieve what they want.
There is far less than half of my training class left after one year. Speaking of training? It was miserable. 8 weeks long. 4 of those weeks were locked in a classroom in Cincinnati being taught by people that aren’t teachers (by the way - almost all of my training instructors have either left the company or left the role)
At the end of the day, I was put into an oversaturated market with too many reps at Paycor, with way too many competitors calling the same prospects, and paycors solutions were mediocre at best. It was near impossible to get meetings, let alone sell anything.
... and if you did sell something? Don’t worry, implementation was absolutely terrible. They would for sure screw it up for you. I did not have a single client that was satisfied with their implementation. I had multiple clients call and scream at me that their implementation was so bad they weren’t going to come to us, however.
Keep in mind - as a sales rep, you do not get paid unless the product is actually implemented and the customer uses it.
Every single payroll company sells the same software with tiny tweaks. Paycor does nothing to stand apart, nor are they well known. You are constantly in a price battle with lower cost providers.
