- Vision was ever-evolving, unclear and poorly communicated by both local executive leadership and corporate leadership.
- Staffing Reductions were commonplace (literally monthly) and not just affecting hourly/warehouse staff. Professional Jobs were also at risk.
- No guidance from leadership, much of the time driven by lack of involvement in the organization, lack of understanding of the work their teams were performing, or lack of being on-site (many leaders were MIA/on-vacation, not local, etc...)
- Toxic Work Environment. Specifically, employees at all levels just plain didn't care to do their work. This was driven by a combination of resource constraints, too many competing (and often non-value added) priorities, constant reductions in force (people were ALWAYS worried about losing their job), disconnected leaders, and frankly I don't think the organization had the most ethical mindset.
- Benefits were not great. Medical was about average for a large organization, but 401K match was one of the worst, if not the worst i've seen for an organization this size, PTO was not negotiable on hire and at a managerial level was not competitive.
- Bonus? Don't count on it. At least not in full. Ingram had a habit of either forecasting profitability targets that were unattainable or just not in-line with business trends which was the largest individual driver of bonus payout.
- As another reviewer pointed out...when someone leaves they often, if not always, replace that person with another at a lower level. Yes, probably driven by a lack of desire to pay to get a qualified candidate in the door and performing at the predecessor's level or, again, because executive leaders were not involved in actually strategically managing their teams actually believed the role was unnecessary.
- Work/Life Balance is non-existent. Unless you're an executive leader, at which you apparently have unlimited PTO and use it often.
