- Terrible senior management. Very little business acumen exhibited at the regional VP and President level. Frankly, I found most people questioning how the regional VP and president even got to be in their positions.
- Micromanagement at the local level to the extreme.
- There are so many ‘cooks in the kitchen,’ each with a different self interest and set of directives. This translated into mixed messages down to local staff and field personnel. Contributed to a high amount of confusion amongst staff.
- There are multiple software platforms used to manage components of the business (Oracle, Jobsite, etc). Very little interface between platforms which contributes to redundancy, inefficiencies, and confusion). They should combine everything onto one platform like the other major OEMs.
- The level of turnover is staggering. I couldn’t believe how many employees have come and gone in such a short period of time, mostly self initiated due to dissatisfaction with management. It was disheartening, because a lot of talent was lost.
- Regional and local managers do a wonderful job delegating. However, It was rare for them to offer any constructive criticism or suggestions on how to improve. Armchair management style, which never translates well in a business environment. Employees respect leaders that practice what they preach. Leaders that mentor, collaborate, and coach rather than dictate.
- Morale was horrendous amongst employees, both in the office and in the field. Clearly the amount of turnover is an indication of this.
- I have colleagues in other regions at Thyssenkrupp that would share a completely different perspective, some of whom very much enjoy the work environment. Each region across the US is different, some of which have very stable, successful offices, with well-respected (and involved) senior leaders. This review is referring to the east coast, specifically the Mid Atlantic region.
