What is the hiring process like at Divisions Maintenance Group?

Monday lunch provided for on site employees Some truly great managers Room to grow if they keep you around and grow rapidly Many nice co workers on the ground level of the company Good benefits and lots of PTO time

Can have your role/position change rapidly on you with no consultation or consent, leading to very different working hours and expectations Constant hiring of outside people to run the company with huge salaries who are disconnected from the day to day operations of the company and in most cases have little idea what the company actually does Have a company wide issue with paying providers. Often taking weeks if not months to resolve providers issues with payment after completing jobs or working on them Work life balance for the NAT is very broken. Many employees expected to answer their phones day and night due to lack of good structure of teams and on call employees often arnt able to keep up. Will move people on one team to another team with little to no notice and expect the same output from the team with less people and threaten to fire them if they can’t do it. Huge turnover due to extreme pressure put on new employees and not communicating to people in the hiring process of what the actual job will entail and often outdated information about what certain departments do. Infighting between departments about the goals of the company and direction/future. Often leading to gridlock on actual improvements. Demand for growth on accounts was unreasonable and not based on attainable expectations setting up some account managers to fail

Monday lunch provided for on site employees Some truly great managers Room to grow if they keep you around and grow rapidly Many nice co workers on the ground level of the company Good benefits and lots of PTO time

Can have your role/position change rapidly on you with no consultation or consent, leading to very different working hours and expectations Constant hiring of outside people to run the company with huge salaries who are disconnected from the day to day operations of the company and in most cases have little idea what the company actually does Have a company wide issue with paying providers. Often taking weeks if not months to resolve providers issues with payment after completing jobs or working on them Work life balance for the NAT is very broken. Many employees expected to answer their phones day and night due to lack of good structure of teams and on call employees often arnt able to keep up. Will move people on one team to another team with little to no notice and expect the same output from the team with less people and threaten to fire them if they can’t do it. Huge turnover due to extreme pressure put on new employees and not communicating to people in the hiring process of what the actual job will entail and often outdated information about what certain departments do. Infighting between departments about the goals of the company and direction/future. Often leading to gridlock on actual improvements. Demand for growth on accounts was unreasonable and not based on attainable expectations setting up some account managers to fail

They feed you lunch like many others have commented on. Honestly thats really about it.

Training department is abysmal as best. Orientation is a joke. Fire you if you dont take a personality test and then you NEVER use it within the company. Rules here DO NOT make sense. Also if you are a sales person. You wont start selling until after about 4-6 months depending on team. Management here is mostly 20+ but under 30. So imagine the HR issues and the fact that most management here has no idea how to talk to people. It is a REALLY demoralizing position to be in. Not at all what was described in the interview process.

Monday lunch, free parking, great people to work with

Ever since the new COO rolled out the new in-office policy, long-time employees and new have been dropping like flies. A lot of talented people are now being forced to look for new jobs because they can’t be in the office five days a week, often due to things like childcare or other family responsibilities, even though they were originally promised hybrid schedules when hired. Now they’re being given just a couple of weeks to “figure it out” or be terminated. Some employees were even fired for speaking out against the changes, with the justification that they were being disrespectful. It’s pretty clear the company has lost the plot.

Comprehensive Industry Exposure: You gain a complete understanding of how the corporate ecosystem functions, specifically mastering the complex "ins and outs" of the facilities maintenance sector. Structured Professional Development: The internal promotion and hiring systems provide clear pathways for employees to advance their careers without needing to leave the organization. Adaptive Training Protocols: The company continuously updates its training mechanisms to keep pace with changing operational demands and shifting corporate standards.

Risk of Inexperienced Leadership: An over-reliance on internal hiring can occasionally place individuals in high-level management roles before they have acquired sufficient experience to handle complex challenges. Transactional Sales Approach: The heavy focus on meeting aggressive revenue targets can sometimes overshadow the need for a truly consultative sales process, potentially impacting the quality of the client relationship. Diminished Diagnostic Selling: When the culture prioritizes volume and immediate goals, the space for deep, consultative problem-solving with customers can be restricted. Operational Silos: The existing management structure may struggle to bridge the gap between high-level corporate directives and the specialized training needs of the field or lower-level teams. Multi-Level Complexity: The internal organizational hierarchy can become cumbersome, sometimes creating friction between the speed of growth and the ability to maintain consistent quality across all divisions.