Wells Fargo reviews

- The initial & ongoing training "programs" are as detached from branch realities as the earth is from the moon - Do your DUE DILIGENCE before accepting a position ( no matter how big the carrot ) with this bank - Corporate culture is completely corrupt, AND THEY KNOW IT. If you speak out ( like me ), you'll be blacklisted - Operationally still breaking many banking regulations and inventing new ways to do so roughly every quarter, particularly by introducing "new" products and widgets for you to toy with as a "banker" - Sales "goals" are delusional, but if you succumb to the corrupt and illegal business practices they encourage, you can attain them. Your 90 day probation is more or less a period for them to evaluate whether or not you will "sell your soul", lie to your clients, and be a "team player" or speak out like I did and ultimately resign. - Mgmt. claims they care about workplace ethics with both your clients and colleagues, but this is nothing more than a smokescreen to appear compliant with many of the banking reforms put in place following the 2008 financial crisis. Numbers are padded, fabricated or outright lied about on the 4 daily "production calls". - Whether your day of reckoning comes 6 months or six years post-hire, you'll deeply regret biting the apple, and either tough it out for the sake of the bills or recognize that your personal integrity and character are not for sale. I chose the latter and never looked back until asked to complete this review a year later.

Sadly, the benefits listed above are about as far as it goes. Once hitting the floor, my whole morale went south. "Coaching" means getting pulled off the phone and told that you're not meeting your goals and that you need to basically find a way to do it or get threatened to be sent to senior management or written up. This stems from the unrealistic goals that Wells Fargo has for its bankers. In a short amount of time (4 minutes and 30 seconds or less), you must service the call, follow all procedures to stay in compliance (failing to do so can result in termination and other possible consequences), refer to the customer, and hopefully get them over to sales. The biggest struggles for most are AHT and the Referral Rate. It is possible to get the customers off the line in a short amount of time, but other metrics such as QA and KDM suffer because "you didn't take enough time with the customer." Sales is #1 in this call center environment, which is fine, but allow more time to spend with the customer. We have to go so fast through servicing the call that we don't get ample time to really know how the customer could benefit from another product or service, especially those that have almost all of them. It takes time and referrals would be of a higher quality if they weren't pushed so much OR if we could have a higher AHT. Those two metrics have been a struggle since the start, and instead of acknowledging that, the attitude is simply "you better fix it." This makes for a sometimes hostile work environment, depending on your current leadership. Not every minute of everyday is going to be top of the charts in terms of metrics. Having them is fine, but know how to coach them and help those who struggle meet them so we're not constantly worried about losing our jobs.