Their wages and profit sharing favor the management and sales side heavily. The salary positions get up to 25% bonuses on their pay checks while the hourly positions get max of $900.
Each branch is given metrics to achieve with no clear guide on how to achieve it, so each branch becomes its own bubble of people attempting to trick the metrics to think they are performing ideally when the ideal is not possible.
They want each branch to have 15 minute morning huddles with each team before we open, but expect the drivers to be on the road in under 30 minutes of clocking in, following a 100 point pre-trip inspections for their Class A CDL vehicles. So managers have the drivers sign in on a piece of paper early, and manually change their hours to trick their vehicle logistics into thinking they leave faster than they actually do.
They expect none of their hourly positions to accrue overtime when the team is clocking in at 6:45am, getting a maximum of an hour lunch, and leaving at 5:00pm with the possibility of being on-call; so managers make their teams take weird additional 15 minute breaks throughout the day, or send people home 30 minutes early on random days, or reprimand employees who exceed 40 hours when they are expected to be at the job 50+ hours a week.
They expect the drivers to pre-load before the end of every day, but get upset when the drivers come back before an hour before close.
They expect technicians to know how to fix and repair all the different machines they have on the yard, but only have a handful of vendor classes offered across the continental US that get cancelled at the last minute, or run out of seats in under a day.
They expect us to increase our overall profit numbers, but make us tie up equipment by sending contracts out early to boost our utilization percentage.
They want us to save money on our store's overhead, but only want us to use preferred vendors that overcharge us on every product from toilet paper to wrenches.
They have higher prices than everyone else in the industry, but offer special discounts to their larger account customers; then tell their stores to do more cash business because their cash customer numbers are falling behind.
Every 3 months they have a new "drive" or "initiative" to get their numbers better, and it is just a massive amount of extra work and acronyms for the people on the ground floor to do, as well as continue doing their work of taking care of each other and the customer.
