Zebra Technologies reviews

Legacy Zebra employees recently found that not only would they not receive *any* merit bonuses this year, but that the former Motorola employees would receive merit bonuses *and* a profit-sharing type bonus This has de-moralized and de-incentivized many long time employees, who now feel devalued. Meanwhile, management tried to appease employees by saying that their own bonuses were also being "deferred." Deferred simply means "put off until a later time." This shameful treatment of employees who worked hard to bring Zebra to where it is now is not how you retain your best and brightest talent. And unfortunately with reviews here on this site, it's not how you're going to attract new talent with skills you need. The backlash from employees actually caused management to rethink their actions, and they came back and offered a whopping 2% bonus as a conciliatory gesture. Unfortunately, that does not sit well with many people. It's perceived as an insult -- a scrap thrown to the dogs to shut them up. I am aware of employees actively looking for new jobs, or considering retirement because of this recent treatment.

- The mantra 'One Zebra' is being broadcast loud and clear. But in actuality, preferential treatment towards legacy Motorola employees is building walls of resentment. Employees are becoming demoralized by the obvious unfair treatment and lack of foresight from upper management. Legacy Zebra - no merit increases, no bonus eligibility until 2016 (and then only at 50% for the first year), Legacy Motorola - merit increases AND 100% retention of bonus eligibility.The spirit-crushing way that Zebra legacy employees were 'rewarded' for their 2015 performance was one of the most deplorable actions I've ever witnessed. Only after serious backlash did management conclude that a 2% payout for legacy Zebra employees would be offered. - Legacy Motorola ideas and structures are given higher value than those of Legacy Zebra. - Way too much red tape and policies. Zebra gets in its own way and has trouble executing and getting anything done. - Procrastination and over-analysis make actual decisions hard to come by. - Risk of failure completely paralyzes teams responsible for moving a project forward. - Inconsistent strategies and product definition. Too many changes and feature additions in the middle of a design cycle that have to be managed without adding cost or affecting the calendar.