TriNet reviews about "manager"

While we have grown immensely we have not done the best job at adapting to that change. We need to work on getting better tools to be more successful. Our leadership team in Inside Sales specifically is undercompensated for their work and are not looked at as equivalent to their field counterparts. They have the same responsibilities, large quotas, and span of control as their field counter parts yet do not have equivalent titles nor comp. Additionally, our managers need better tools to help forecast the business - if they can better address those items then they can help be better at forecasting the business. I also believe that they had good intentions when they implemented Ambition and other tools to help manage and coach but they have not been leveraged appropriately. Our dept lacks the support team necessary to augment our sales leaders & equip them appropriately. Another con is the Stigma of Inside Sales versus Outside Sales. If we do this job correctly, we are true consultants and should be looked at the same as our outside counter parts.

While most new hires are required to meet both job qualification and cultural fit, pressure from the Board causes HR turns the blind eye for cultural fit when it comes to recruiting senior executives, many of whom demand further exception when their first course of action once hired is to bring in their own direct reports from previous companies. This leads to friction between networked new hires and legacy staff and eliminates opportunities for promotion for legacy staff. Because cultural fit is not a requirement for senior leadership, executives butt heads in battles of power struggle and finger-pointing. Colleagues in liaison roles like project managers and business partners get torn apart from receiving contrasting direction from different leaders. Some direct results: • Turnover is extremely high on all levels, and nearly all departments restructure frequently every 2 years or so. There is heavy loss of knowledge transfer, and new leaders often end up trying to reinvent the wheel. • Failure of leadership to operate as one cohesive unit leads to the formation of numerous silos across the organization. I’ve seen teams where colleagues are empowered and encouraged to develop their roles, and others where the manager openly tells the team they were not hired to think on their own. • Employee programs/perks rolled out and announced in internal memos get disavowed by new leaders unfamiliar with existing processes, and immediately cease to exist without further notice. • Core values, something that should never change, get refreshed as part of the wave of new initiatives from new leadership. • When confronted about the fallout ranging from topics like poor communication to departmental layoffs of long-time 10-20 year colleagues, the CEO pleads the fifth and simply says he has to support the decisions of his new leaders.

Some managers should be program mangers and not people managers

Shark tank salespeople try to squat on every opportunity in salesforce and prefer to claim company names in case the sales come in, through the telemarketing. They try to work with alliance partners, CPA's, Brokers but the sales reps don't know how to partner with them. They still try to maximize first year profits over clients best interests.

Wish the pay was a little higher, being the cost of living is consistently rising

Splitting all deal the first year with a "Mentor" that never around. No one really cares to help you understand such a complex deal. Managers are never in the office to assist as you're ramping up. Your hiring manager probably won't be the same in less that 6 months. Upper management changes all the time and your role and vertical will change along with it. Company is very unstable. Management advices employees to add fake appointments to SF.

Where to start: - Managers (most not all) are very quick to state they will help you but their actions lack tremendously. But you have to play politics right? - No work/life balance. People on average work from 9AM to 7PM and if you have a far commute there goes your day. -You are given an unfathomable amount of clients (ex: 60, which means 60 different companies) you are assigned to work with. You are the ONLY point of contact for your clients, including all of their employees and any family member each employee may have on their health benefits. This causes an outrageous number of people contacting you on the daily via phone calls and email, plus you still have your day to day operations to take care of. Not to mention you are require to go on client meetings which takes you away from your desk and backs you up hours of work. Good Luck! - Requesting days off, makes you think about it three times (never had a job where I almost felt like not taking days off and not for good reasons). Before taking a vacation days, you need to have a) a meeting with the person who will cover your clients (which sucks for whoever that is because now they have your client load and theirs), b) you need to have a meeting with them to debrief them on all your million clients c) you have to let your clients know you will be out and d) you come back to an absolute mess and confused as ever about what happened with each one of your clients because remember you are their only point of contact once you're back. -Oh and btw you only have someone cover for you if you are out for more than 3 days because if you are out for less than 3 days no one covers for you! So you are left with all the emails that came in those days you were out and you must respond to them all within 4 hours of returning plus plus your regular days worth of work - this can easily make you work 12-14 hour days until you catch up. -BTW, on a regular day you will receive about 250 emails which you must answer within 4 hours, aside from phone calls and day to day stuff. - This job made me literally mentally and physically sick due to the level of stress. So please note, this will test your stress threshold level immensely. My recruiter made me aware of this but I was so excited to start I didn't realize how much truth there was to his statement. - Due to the level of stress, this position has such a high turnover rate and it is my theory that this is why they try to compensate a little better than similar jobs. - My first 2 weeks at TriNet 3 people were gone - and I still didn't see the red flags, despite 2 of them warning me about. I thought they were just being sour but believe me ITS THE REAL DEAL. It's a very stressful job - this is not a secret. Even your interviewers will tell you time and time again. Please take it seriously. A lot of stress. High turnover. No work life balance sums it up.