The training program. It is very focused on the TSRs and not useful for ISAMs and CSRs. If you have read the reviews you will see that there needs to be improvement on this process. Members from "the academy" the Training/On-boarding group need to recognize that "Phase II" is not enough for CSRs and ISAMs. At some point in the training teach you need to start teaching them Sales Force, Horizon, and admin tools to be successful. What you think is being taught, is not. Ask any ISAM or CSR in the Seattle office and they will share the same feedback. Teach CSRs and ISAMs more insight into the processes. They really should have an ISAM and CSR coach in an addition to the on-boarding coach. They need information relevant to their role. Just having them do quotes on the bench does not give a CSR the tools to be successful. Additionally, there needs to be on going sales skills on how to sell as an ISAM, how to break into accounts, and grow. They just expect you to do it, pull a heat map and ask where are you buying your security. It's very antiquated, and they should figure out a way to see how and what our customers are buying not just through a BI heat map. Lets get more intelligent, and be more proactive here.
Also managers need to learn how to calibrate plans and work loads more successfully. Minus a few managers and the leadership team in Seattle, there are a few managers that could improve upon their managing skills.
A lot of times people are set up for failure based on the managers lack of skill set on plan calibration, and seeing how much time their ISAMS/CSRS really spend on things. I.e. the back end -work- doing AR's jobs, credit, the outbounds etc, or the CSR doing all of the the work for some ISAMS.
There is not a direct vision from leadership on where they see this company going. They will create initiatives, such as customer first-but not deliver on the full vision. I.E. OM's sitting with their teams, now that position is fulfilled remotely in Canada HQ. Part of this ties into if the "bottom line" is more important than the people, which is what Softchoice did value. Not sure if this is temporary or a shift in the culture.
The Culture. It is very cliquey. If you do not fit in, it can be tough. They really honor the brand and image their employees have, which is like anywhere. But don't be surprised if you have a manager say "they're worried about your brand", rather than pipeline reviews are we can build up your pipeline. It comes up a lot. If you would like to move forward at Softchoice you need to really be on brand. Best advice. It can be a bit childish and broish and at times. Lot's of fun in the office which this fun can shift into not so fun times very quickly. But chalk this up to a start up feel. If you want a more button up place, Softchoice is not for you!
Lastly the pay. In Seattle, the pay is not on par with what other companies offer. Softchoice strives for a work life balance. Which is really up to the ISAM and CSR to see how much work they want to put in. But it does take a lot to Hit plan, and the benefits as an ISAM do not really pay off, unless you "blow out your plan"
