Sherwin-Williams reviews

The company asks a lot from the employees. There is extra pressure from the Division President, and I've seen mid-level executives just completely cower and comply with any request no matter how impractical it was. Some of these things added more hurdles to my position than necessary. There are never ending marketing promotions. I mean, this company is supposed to be the Nordstrom of paints, not JC Penney! Most of the time, I felt like I was good for passing out flyers more than developing true long-lasting b2b relationships. Because upper management pressures each area to perform on these promotions, there is usually unrelenting pressure from middle management for us to meet these goals just to look good in front of upper management. This really takes away from the autonomy of an outside sales job. Most of the stores are under staffed. In most of the country, Store Managers are exempt and salaried, meaning they average 50-60 hours each week. In California, Store Managers are non-exempt and are required to work exactly 48 hours by policy. This puts an extra strain on the stores, because there is less flexibility in staffing. As a Sales Rep, I've had too many times where I would call the store and find only one employee working and dealing with multiple customers at once.

Since Obama Care was made official the company is very vocal about not hiring full time employees, and part time employees are kept to a strict weekly average of less than 30 hrs. so the company doesn't have to pay health benefits. Non-managers are paid an hourly rate just above minimum wage. But hourly employees do not have any sales expectations, they just have to show up and take the customers money. (which puts additional stress on the managers) Many of the company's policies and pay structure make it challenging to support anyone other than yourself, Don't work here if you are expected to financially provide for a family in b eed of a stable living environment. Also, because HR is located off site, there is not a lot of consistency when dealing with an employee's good or bad behavior. There is a double standard both within the store and within the districts.