- Right hand doesn't know what the left hand is doing (i.e. What senior executives put out verbally and in writing, isn't practiced by the operational level of management (member contact)
- Unpleasant work environment...management rules by fear and intimidation. Employees unable to speak freely or point out problems, even if it would help the company and/or members.
- Bait and switch in hiring (if you have a member contact job, you WILL be judged on your multi-product sales performance). Other qualities such as product knowledge (i.e. insurance, investments, etc.), technical expertise, and member/customer satisfaction will all be secondary, if recognized at all)
- Low level of work ethics consistently exhibited by lower level managers and directors. Company ignores internal ethics complaints unless they think it could end up in a lawsuit and cost them $$$.
- "Millitary values" are a marketing term used by USAA. As a former military officer, I can positively attest to my direct management at USAA adhering to a MUCH lower set of values; typically at the members expense.
- Expertise, education, high work ethic, low error rate, etc. will not move you along at USAA. Talking the member into an additional sale, even if you mess up the primary requested/needed business, will. Very little opportunity to move into a better work position at USAA once you are a MSR. Lots of turnover in the MSR job, not so in the other areas of the company.
- Mangement wants you to keep your mouth shut at all times, unless you are cheerleading. No constructive criticism or attention to misinformation, etc. is allowed. Team meetings are typically like attending a Funeral...heads down, employees quiet,.
- Preschool type management, i.e. managers hand out a piece of candy if you do a good job! Silly dress up days by management, etc., while all while nothing changes for the employee. You are on the phones, period. Only the managers participate in the "fun" activities, but stupidly feel that it motivates the employees. Employees afraid to speak up.
