About those changes--the company has gone through a few owners over the years, and while that has generally not been a problem--really, the norm in financial services: same company, new logo--the last parent company was something of a gallery of rogues and went belly up. Cetera is under new ownership and has a new CEO, but as you can imagine the dealings with the previous owners have created unnecessary challenges we are just now clearing the shadows of. Ugh.
Robert Moore (current CEO) seems to be doing his best to make up for lost time and has lined up a vision for how to not only make the company better but be a force for change in the industry, so there's a startup feel around here--but the rubber is just now hitting the road and can't happen quickly enough. Morale went through the wringer for a bit, in part also because of major changes in the industry that were a real challenge to deal with, but now that key projects are seeing daylight there is a sense of accomplishment--maybe a little survivor's euphoria--and Cetera is building itself into its new form. Hopefully that momentum will continue.
People (like me) tend to stay here for a while, so moving up the ladder can be a slow process, though that varies by department. Some people have more luck moving between departments.
Bringing back the employee engagement activities, getting the execs physically in front of the rank and file more, and having an easier volunteer policy (you get a paid day to volunteer, but man, good luck trying to jump through the hoops to use it) would also be welcome. I would complain about the cubicles at my location--they are a lovely beige and older than half the employees--but they are built like a bomb shelter and afford lots of privacy and sound absorption, so they are a pro or a con depending on the day...
