Sometimes You’re Affected by the Ugliness of Corporate America - HR Director PepsiCo Employee Review

3.0
18 Jun 2024
Recommend
CEO approval
Business outlook

Pros

PepsiCo is so large that there’s generally healthy movement across the organization. The pay isn’t horrible and the benefits are standard across other major employers. If you have an entrepreneurial mindset, you can do some really impactful work since there’s plenty of things to fix at PepsiCo.

Cons

Corrupt leadership Slowness to fix everything; even things that are noticeably deteriorating the organization Poor technology, low usage, and multiple systems that do the same thing Performance ratings truly don’t matter except for keeping your employment. It’s not a way to get ahead. You can be excellent talent but be blocked from movement or due praise because of the leader you’re under. This isn’t exclusive to PepsiCo but it has happened here more than any other employer I’ve worked at.

Explore other reviews about PepsiCo

5.0
7 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Great pay, strong growth in leadership

Cons

Long hours during the summer

4.0
6 May 2026
Recommend
CEO approval
Business outlook

Pros

Worked for PepsiCo for 10 years across four locations in Pennsylvania, Delaware, and Florida. Gained experience in multiple sales and operational roles while supporting account growth, merchandising, and customer relationships. Florida locations were especially well-operated and efficient. PepsiCo provided competitive pay, solid benefits through Keystone, and a good vacation package compared to competitors in the beverage industry. The company also offered strong sales incentive programs, earning rewards such as Orlando Magic floor seats, Pro Bowl tickets, Apple Watches, and Yeti cups for exceeding performance goals and driving sales results.

Cons

While PepsiCo promotes internal growth opportunities, many promotions and leadership opportunities appeared to favor college internship hires over long-term internal employees. In some cases, newer college-based management pushed corporate initiatives without fully understanding local market realities or account volume trends. For example, innovation products were sometimes forced into low-volume accounts where sell-through was unrealistic. Operationally, certain delivery processes could be improved, particularly with Tropicana products being stored in coolers on trucks for extended periods, which could impact product quality and increase waste. Work-life balance could also be challenging, as sales representatives commonly worked 50–60 hour weeks. Expectations from corporate leadership were often unrealistic, especially when customer representatives and drivers were expected to fully stock stores while servicing 15+ accounts per day. Experiences could also vary depending on whether locations were union or non-union operated.

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