Pros
Culture is second to none. Ethics and empowerment are strongly encouraged (and expected). Communication from middle and upper management is transparent. We know what is going on with the state of the company. Casual dress work environment. Continual hiring for customer service reps--higher than average market rate for new associates. Free cell phone service. Quarterly bonuses (if meeting expectations)
Cons
Customer service organization culture cult-like--such behavior is nearly non-existent in other departments: in disciplines, the associate is always considered to have made an active choice, thereby eliminating any 'fault' of the organization. Instead of thorough investigations to eliminate any potential blowback through legal channels, discipline is done by behavioral observation with assumptions taking precedence over truth. This allows supervisors to apply the behaviors as 'contrary to the values and behaviors of the Dynamic Organization.' Supervisors are asked for their opinion around shift bids and to 'own the business,' but considerations of work/life balance are never entered into the final equation when shifts are doled out. The party line: Coaches are placed based upon the 'needs of the business.' Most supervisors are unclear exactly what those needs are, since we are all expected to perform at a high level. The exception: Supervisors who are on the 'right' side of queue leaders are provided with the most optimal shifts--it may be perception, however in an organization that values perception over reality, this matters. Supervisors will consistently talk about and to the culture of the organization, but there is a lot of underground discussion of dissatisfaction. At one point, there were several supervisors placed on performance improvement plans (equal to final written warnings) that were levied based solely upon hearsay, false perception and/or the input from underperforming front-line associates. This resulted in driving communication underground, when directors and senior leaders were talking about "open communication." One queue leader (manager) let slip that the company was seeking to achieve 'salary optimization'--which resulted in a moratorium on raises, career growth and bonuses for those supervisors who were placed on performance improvement. If you want growth based upon real performance, go into the retail environment.