Deluxe Corporation FAQ

401K, Tuition Reimbursement and co-workers

Poor Management, Lack of advancement

Very cool boss and good about time off

No benifits or retirement plan

Get some benifits

Great benefits, dental, vision, 401K

Low pay comparing to other companies

Management needs to be open to new ideas and opinions. Micro managing is not a good way to keep your workers. Military micro management style.

- Met some really amazing people and had a relatively flexible schedule - Benefits (medical, dental, vision, 401k, tuition reimbursement, paternity & maternity leave, 3 weeks PTO) - Flexible schedule but can depend on your function and manager - New CEO is making great changes that are long overdue

Short version: - Management lacks management & leadership skills - Patronizing attitudes towards Millennials & Gen Z = stark lack of younger talent - Outdated tech. You can’t say you want to be a tech-enabled company but have phones and other tech from the 70s. - Bureaucratic. It takes weeks for any kind of progress to be made. People are overworked and spread too thin to affect any real or immediate change. - Senior leadership is aloof or unwilling to handle conflict or make necessary personnel changes For a detailed account: 1) Within HR, you might not see your manager for 2-4+ weeks at a time, but you also might get lucky with someone great! Often, mid-level managers are not actively involved in their employees’ growth, especially when it comes to their younger talent (if they even have younger direct reports). This means that reaching your goals can be like hitting a moving target. Many don’t have (or use?) management skills, which is okay, but they shouldn’t be paid to be a manager or have "manager" in their title and then not do the job they’re being paid to do. 2) If you’re under 25, you’re absolutely going to struggle to be taken seriously. The culture towards Millennials/Gen Z is often patronizing, disparaging, and outdated. The stereotypical statements about Millennials can be heard from one function to the next, often on calls or casual conversations directly to you. However, one would think that with such common reasons for leaving, this would signal a red flag to senior leadership that a change should take place. This leads me to the last point: 3) Senior leadership across the board is aloof, and because they’re often not around, it seems as if they are unwilling/unable to address issues to make culture improvements specific to their teams. However, this is part of a broader issue. Some of the leadership members aren’t actively involved on the teams they’re meant to lead. The ability of leadership to handle conflict is abysmal, almost embarrassingly so. At the moment, the Deluxe value prop: Awesome benefits and they’ll pay you to do a job, but then silo you to that job. There are a lot of changes and uncertainty (such as breaking down those silos). In a year or two, after all the growing pains, it’ll hopefully be a very different atmosphere. Until then, wait it out before beginning your career there.

Value your younger talent and stop feeling the need to babysit them. You can’t tout your desire to recruit new grads when you impede their growth by disparaging and patronizing them and then expecting they'll stay. Leadership and management need to be involved and engaged with their teams, not a figurehead. You can't make change if you don't know what's happening on your team and are you really a manager if you're not actually managing or developing your people?

focused on employee development, health and wellness program, dynamic culture

can be slow to make decisions