Spectrum reviews

1. Loud and inappropriate music was played non-stop, making it nearly impossible to communicate with customers. 2. Management has been taking employees' personal belongings without warning, stating that "if they sell a mobile, they will get their backpack back" or their ID, among other items. 3. When you go to the bathroom, every minute you are away from the phone is counted, which reduces your allotted break time. 4. One manager smelled strongly of marijuana, which permeated the office space. After I complained about it to another manager, they simply masked the smell with Febreze spray. 5. The commission is not great; on average, you can typically make between $40,000 and $45,000 a year, assuming you perform well every month. This figure includes your base pay and is calculated before taxes.

I am currently part of the leadership team at the St. Petersburg IV jRepair call center, and while I recommend the company overall, I feel an honest account of my experience under our Vice President, Joan, is necessary. This company has many positives—talented peers, supportive immediate leaders, and a strong mission. However, the environment created by Joan has been a consistent source of frustration and fear for many in leadership roles. Joan’s leadership style stifles collaboration and innovation. She walks into meetings with predetermined outcomes, leaving no room for differing opinions or meaningful discussion. Unless an idea originates with her, it is dismissed outright. This has left many of us feeling voiceless and undervalued. The issue is compounded by a lack of neutrality in our HR department. Joan brought our HR director over from her previous center, and it’s well-known throughout the business units in the building that they protect each other. HR, which should serve as a neutral resource for employees, has instead been a source of fear for leadership. Confidential matters shared with HR have been passed on to Joan and used against individuals in retaliatory ways. This has been a painful and tested reality for many of us. During a recent focus group with our GVP, we were finally able to speak openly without fear of retaliation, and it was eye-opening. For the first time, we felt heard, supported, and validated—something we’ve never experienced with Joan in the room. We’ve realized how much her presence suppresses the energy and potential of this team. Joan’s leadership style is unpredictable, overly critical, and often harsh. She makes assumptions about people and situations that become her unshakeable reality, regardless of facts. Long-time supervisors and managers are actively seeking other opportunities because they feel stifled or fearful of her retaliatory tendencies. Now that Joan is on leave, the environment has significantly improved. We finally feel like we can breathe, but the fear of her return looms large. The idea of retaliation when she comes back has many of us walking on eggshells again. St. Petersburg IV Repair has great potential, but significant change is needed at the senior leadership level. I hope upper management addresses these concerns, particularly around the lack of HR neutrality and the destructive leadership behaviors we’ve endured. This company could truly thrive if these issues were resolved.