I love the company and what they are trying to achieve with their teaming and associate/customer-first mindset.
Unfortunately, the market managers and the store manager are still more focused on other things, only pulling the metric-based parts of the rollout training, forgetting the teaming part.
Follow human resources current trends and learn.
For corporate executive management, I love this company and took great pride in working here, but please find a better way to watch your high-level store/market/regional managers because they are the ones giving the company a bad name.
I went to the same academy classes, and I know that's not what you want, but it is a huge company, so I understand it makes it difficult.
Upper management initially did not want me for the position. They believed I would report them for ethical violations. My interview, therefore, consisted of explaining why their reasons for not hiring me were invalid.
A slow interview experience is characterized by: * Long wait times * Repetitive questions * A disengaged interviewer The process feels drawn-out, with minimal interaction and unclear direction. This leaves you frustrated and questioning the efficie
There were two rounds. The first was an hour-long session with the tech team heads. We discussed my resume and skills, and there was a short coding session. The second was a 10-minute HR round.
Upper management initially did not want me for the position. They believed I would report them for ethical violations. My interview, therefore, consisted of explaining why their reasons for not hiring me were invalid.
A slow interview experience is characterized by: * Long wait times * Repetitive questions * A disengaged interviewer The process feels drawn-out, with minimal interaction and unclear direction. This leaves you frustrated and questioning the efficie
There were two rounds. The first was an hour-long session with the tech team heads. We discussed my resume and skills, and there was a short coding session. The second was a 10-minute HR round.