SunTrust reviews

3.6

68% would recommend to a friend

(3,263 total reviews)
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William H. (Bill) Rogers Jr.

85% approve of CEO

57% positive business outlook

SunTrust has an employee rating of 3.6 out of 5 stars, based on 3,263 company reviews on Glassdoor which indicates that most employees have a good working experience there. The SunTrust employee rating is in line with the average (within 1 standard deviation) for employers within the Financial Services industry (3.7 stars).

Reviews by job title

3K reviews
1.0
Nov 10, 2014
Recommend
CEO approval
Business Outlook

Pros

Many IT and software development positions allow some amount of telecommuting ranging from 3 days/week to full time. Compensation is average. Benefits are standard fare. Time off is 20 days for AVP and above, 15 for non-officers. Travel can be either light or non-existent depending on position. You may never meet the team you work with. This can be either a pro or a con.

Cons

Where to start? IT / Software development is geared toward an onshore technical lead / onshore global resource coordinator / offshore development model. The companies SunTrust works with for offshore development are who you'd expect, IBM and Infosys, and their expertise on cutting edge platforms ranges from barely acceptable to non-existent. You are not guaranteed resource continuity and not allowed to interview offshore resources to see if they are a fit for your project. Large turnover numbers, lack of good English speakers, and inept onshore coordinators who may also have language barriers make for a frustrating daily experience. The coordinators sole job is to make money for their company, not for SunTrust. They will throw as many resources on the project as they see fit. Most are brand new with no experience. What's worse is that SunTrust's IT management up to and including the CIO thinks this model is working perfectly despite daily assurances from the workers over the years that it is not. Part of this is the CIO himself, who was part of a failed transformation effort as an IBM consultant back in the mid 2000's which heavily pushed the offshore model, and was then inexplicably hired on as the CIO a few years later, as if nobody remembered who he was. After demonstrating failure at the very same company? The technical lead positions are overbooked and overworked. Multiple projects, 5 or more, is the norm. And because the onshore team is a skeleton crew, you're on your own to deal with the offshore coordinators and team. Every project is top priority and full time. Stress levels in the tech lead positions are high and come with lots of blame and very little reward. Maybe you get a bonus if you're part of the incentive program and above a certain pay grade, and it's completely arbitrary whether you'll get it, despite above average performance. Salary can be okay, but lower than industry standards for the cutting edge technologies. The culture is one of blame from high to low. Expect to be thrown under the bus by one or more of your co-workers, or even by your management because they're all as frustrated with their jobs as you are, and when you can't get your work done you have to blame someone. You are disposable. Requests for more resources or a lighter workload fall on deaf ears because the middle management is afraid to tell the CIO that the offshore model isn't working since the CIO brought the offshore model there in the first place. Over my 11 year tenure there, I survived no fewer than five large scale layoffs, three of which were part of the failed transformation effort managed by the person who is now their current CEO. Constant fear of losing your job. It cut staffing levels to the bare minimum needed to keep the lights on but with no way to effectively deliver on revenue generating projects that the line of business needs. Time off is largely governed by your manager. Mostly you're treated like an adult and as long as you get your work done, you're fine. But your project manager on your current project will insist that you don't take vacation during their project. Your next project begins immediately after this one ends, and your next project manager will insist you don't take vacation on their project schedule either. Multiply that by 5+ projects and you'll do what everyone does: take a month off in December because you use it or lose it. Promotions used to happen regularly and were based on merit. And you had the opportunity to move into different areas of specialization like moving from software development to architecture. That is now gone. Architecture positions are no longer filled internally. Once risen to the level of technical lead, you have no possibility of promotion from there. Pay increases for COL adjustments are from zero to 1.5%, usually accompanied by larger increases in benefit premiums than increases in salary. I left for FAR greener pastures before I had a heart attack, and that's where this company was pushing me. Much happier now that it's behind me. Turns out there's a whole world of companies out there that are a pleasure to work for and that care about their people.

3.0
Sep 6, 2014

Branch Manager

Recommend
CEO approval
Business Outlook

Pros

They have great training programs in place. The trainings still benefit me in my new job. They have a strong brand name.

Cons

They are sales focused to the point of stressing branch personnel. Being short staffed is the order of the day. Even if you short staffed you still need to produce...and that's straining. Management believes it's always right - so you can never make any suggestions. Low paying high stress job

3.0
Mar 1, 2019

Big Company, Old Approaches to New Challenges

Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Generally good people and work environment. Diverse technology teams make for fun, interesting relationships. Lightstream product is first class. Data teams get to work with senior managers and get a lot of respect.

Cons

Large company with entrenched silos, poor coordination. Dated responses to nimble competitors. Best teammates are leaving, and BBT merger will only accelerate that. Problems get talked to death without meaningful action. Smart people think they can "figure it out" more often than learning the right thing to do. Bad management decisions addressed by more bad decisions, eliminating necessary positions and replacing usable technology. Lots of finger pointing when things go bad. Data science is hiring aggressively at the expense of other functions without a clear value proposition. Young analytics and data science people have no business knowledge.

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