No accountability from upper management. There was never an explanation as to how quotas were set or why they drastically changed month to month team to team. There were many different teams all said to sell specific services that Stericyle could offer. However, this was not the case at all and some teams were able to sell everything and other teams were not. This caused a huge discrepancy on quota achievement. Those teams that had the ability to sell different services had a higher chance to achieve quota than someone on a team who was only allowed to sell one specific service.
The metrics assigned to the entire sales floor were also unattainable depending on what team you were put on. Some teams had all agreements automatically generated from the CRM used and other teams had most of the agreements they used from a "fill in the blank" word document. This once again caused metric goals to be unattainable since the amount of administration work was so high. When managers and upper management were asked how these metrics were decided on they had no answer. The historical data from the teams can show what teams are able to attain the metrics and teams should have different metrics based on services they were allowed to sell and amount of manual agreements they had to work with day to day.
At the end of my years at Stericycle I realized how much they had taken away from their sales reps instead of how much they have been giving back. Sales reps at any other company are viewed as the main drivers in success of the company. The compensation plan is capped and the contests they did were less and less.
