McMaster-Carr reviews

Where does one start? This company is weird. They've managed to turn white-collar work into a blue-collar process. No one person knows anything about the company beyond their own role. Only the highest levels of management seem to know what the company trajectory is, though most of the time I felt like even the branch directors were making it up as they went along. And the lower down the chain of command you go, the less and less people seem to know and yet they're in charge of entire departments. Because of this, the department focus or direction frequently changes. And so starts the endless cycle of blame and "feedback." This company puts such an emphasis on "feedback" that it has created a toxic environment of endless criticism, undermining behavior, passive aggressive attacking, and a habit of pushing the blame off on someone else. It's so bad that you go into work expected to hear nothing but backhanded, rude remarks that subtly question your intelligence. And when you don't get that "feedback" you're actually surprised and mildly worried about it because when the "feedback" stops, they've usually already decided you're going to be shown the door. There is next to no positive reinforcement which only makes you feel like your work isn't valued. The work is already mindless crap that could have been automated ages ago. The company doesn't reward good work even though some employees have been there for DECADES. You will not be given more responsibility, you will not be promoted if you're a regular "business operations specialist" and you will be carelessly transferred to another department when the mood strikes a supervisor or manager and have that lateral move described as a "good thing." It's not. They just needed you in that department because they probably just fired the last guy. This company is clogged with management. They're constantly parading more and more candidates through the office who are interviewing for the "management trainee" program. Almost all of them are soon to be college graduates from highly recognizable universities (though this seems to be changing because more and more of these top tier candidates seem to be turning them down, according to a manager.) These Management trainee college grads are immediately given supervisor positions (though usually in the warehouse or the text contact department) and expected to know how to motivate and lead employees, with next to no work experience let alone leadership experience. They all inevitably fall into the habit of parroting the more "experienced" managers and fall back on nit picking and criticizing every little thing an employee does in a sad attempt to justify their pointless position and make it seem like they're "managing." I guess it's nice to hear when a genuinely incompetent manager is demoted back to a supervisor role and eventually shown the door. None of the "skills" are transferable. You learn nothing and they do this intentionally. If this is your first job out of college, know that you are royally screwed if you want to leave. Your work is meaningless and the sad fact is that any company worth working for will be able to see that on your resume. Before you think I'm some sort of disgruntled employee that was fired or let go, I left voluntarily. I knew this wasn't the place for me after six months and carefully set money aside in case they went through a random round of firings. I casually searched for a new position and when the right one came up, with a better salary and better opportunities, I took it and ran as fast as I could and haven't regretted it once.

Before we begin, BEWARE the fake 5 star reviews, the McMaster recruiting team plants these due to years of negative feedback but still hilariously a 2.5 RATING. McMaster-Carr is always posting for the Management Development Program. Always. High salary, top schools, lots of openings. You should be asking yourself why a company this size has a permanent fire hose of recruitment going. The answer is turnover. They need a constant pipeline because people don’t stay. They pitch you on rotating through “business verticals” and building broad business acumen. What that actually means: operations track, you’re opening a warehouse at 7 AM an hour and a half outside Chicago and closing it at 7 PM. You’re getting home at 9. Every day. For a year. The other track people try to escape to is “systems.” That’s IT support. I’m not being reductive — that is literally what it is. A girl who went to Stanford ended up on IT. That’s the program. The tuition reimbursement thing is genuinely predatory. They dangle it like it’s this huge benefit. But you’re working 7 to 7 five days a week, so the only realistic option is a part-time MBA with night classes. And here’s the kicker — because they’re paying for it, they expect more out of you, work you harder, and eventually just fire you. Now you’re mid-program, part-time, and can’t switch to full-time because those are entirely separate applications. You’re stuck finishing a part-time MBA with no path into consulting or banking, maybe landing a PM role if you’re lucky, except those are disappearing fast. You end up in debt with a degree that didn’t open the doors you needed. There is no good outcome here. After operations, a lot of people end up in recruitment. Your job is to go back to your school and sell this program to your peers. Your college friends are starting at banks, joining startups, going to law school. You are cold messaging underclassmen on LinkedIn about profit sharing at a bolt company. That’s a real thing that happens to real people here. The culture is nonexistent. No events, no happy hours, no trips, no merch, no free snacks, you pay for lunch. The cafeteria food is bad and the smell is something else. The office is inside a warehouse off a highway. There is no outdoor space, nowhere to go decompress. You will never see or hear from the CEO. Not a video, not an all-hands, nothing. There is no identity to this place. Look at the faces when you walk around. It tells you everything. All bathrooms are shared — office staff, sales, warehouse workers coming off physical shifts, everyone. Nothing against warehouse workers at all, that’s not on them. But it’s a lot. The profit sharing doesn’t kick in meaningfully until around 1.5 years. Most people are gone before then. That math is not a coincidence. Survival guide if you have absolutely no other choice: 1. Get a car. This is non-negotiable. The shuttle to the train is unreliable, sometimes overfilled, and you may just be standing there waiting after an already brutal day. With a car you can actually leave at lunch — drive somewhere, sit in a parking lot, eat in silence, be a human being for 30 minutes. If team is on PTO or days when no one’s watching you can slip out for a bit and come back. That car is your only real freedom in this job. 2. The basement bathrooms are the cleanest. Use those. It also gives you a reason to walk, burn five minutes, and get out of your immediate environment. You take wins where you can find them. 3. Don’t work hard, it’s a retirement home. No Macs, extremely outdated hardware, and half the systems are broken. This isn’t a tech company, it’s a patch-and-pray operation. People get fired mid-project constantly so you end up inheriting half-built things with no documentation and no one to ask. Set your expectations accordingly — you are not building anything, you are duct-taping things that should have been replaced years ago. 4. Week one is your only window. They’re on good behavior and don’t want you to quit quietly before you’re useful to them. That’s the one moment you have any leverage internally. If you went to a school they want for recruitment purposes, you can try to negotiate a team switch. Ninety-five percent chance they say no, but that week is the only time it’s even worth asking. 5. Read your manager fast. You will know within two weeks if you have a weird one. Trust that instinct immediately — don’t talk yourself out of it. The people worth finding are the rare few who also understand exactly what this place is, have their own exit already mapped out, and are willing to quietly help you navigate it. They exist. Find them early, don’t broadcast it, and let them show you how to make this survivable. 6. Start GMAT prep on day one. Keep every external connection you have alive. Write down everything you do with numbers attached — you’ll need to make warehouse logistics sound like leadership experience on applications. And find a therapist before you need one. 7. Apply somewhere else. Anywhere else.​​​​​​​​​​​​​​​​