Lots of Grunt work - Sales Associate M/I Homes Employee Review

3.0
Nov 15, 2023
Recommend
CEO approval
Business outlook

Pros

the only pro is that you get paid for 8 hours but you only work for 7 hours a day and the hours are not too bad, 9-4 and then 10-5 but you dont get a lunch break really. not a lot of pros other than if you like engaging with customers, showing model homes, doing the grunt work working under the new home consultants. they will ask a lot of you by covering the office, handling their appointments, assisting them by taking to different homes in the field. not many pros i can think of other than the ability to network with real estate agents and customers.

Cons

there are plenty of cons, low pay, sometimes you are driving for 2 hours just trying to get to a new community, you work EVERY weekend that's when people shop for homes so be prepared to work all weekends. being the grunt of the new home consultants and kissing their feet so you can get commission for a sale you worked on. cleaning up the model home when customers make a mess. THIS IS A RETAIL ENVIORMENT so you must open the model home on time, stay late if a customer is not leaving and putting that smile on your face even with dealing with the most difficult customer so do not get it twisted. Just wanted to give some honest perspective on what your day to day will be like. some can handle but just remember new home consultants do not get paid salary they are ONLY commission based so eat what you kill and it can be rough when the market is down.

Explore other reviews about M/I Homes

5.0
Feb 23, 2026
Recommend
CEO approval
Business outlook

Pros

I gained so much knowledge and skills.

Cons

Lots of traveling, wear and tear on the personal vehicle.

1.0
Mar 21, 2026
Recommend
CEO approval
Business outlook

Pros

Earning potential was great, benefits were decent.

Cons

An incredibly toxic work environment defined by micromanagement, constantly shifting and unrealistic sales goals, and a leadership team that often operated more like enforcers than mentors. Targets were routinely increased at the end of each quarter, effectively stripping salespeople of earned bonuses and eroding trust. The culture leaned heavily on intimidation and public pressure. Sales meetings often felt more like performance critiques than coaching, and required role-playing exercises were frequently uncomfortable and unnecessary. There was a consistent pattern of favoritism, where poor behavior was overlooked for some while others were held to entirely different standards. Management’s approach to motivation relied too heavily on guilt and financial pressure, with paid time off subtly discouraged and income used as leverage rather than support. Collaboration was undermined by leadership creating internal competition in ways that felt divisive rather than productive. There were also multiple instances of inappropriate and racially insensitive remarks made in group settings, which further contributed to an unprofessional and uncomfortable environment. Overall, while the role had potential, the culture and leadership practices made it difficult to succeed or feel respected.

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