what are some things at your location that is driving you crazy?
6 replies (most recent on top)
@1m8 seems like AI wrote that but none of it is incorrect
Over the course of my tenure with Verizon since 2013, I have witnessed a significant shift in both the culture and priorities of the organization. When I first joined the company, the environment was highly customer-focused, employees felt valued, and there was a strong sense of trust in leadership and confidence in the company’s direction. It was a place where employees could build meaningful customer relationships while feeling supported in their professional growth.
Today, the role has evolved into a much more sales-driven position, accompanied by increased stress and reduced rewards for the effort required. While sales performance is important, the emphasis on sales metrics has, in my opinion, come at the expense of customer service, employee engagement, and long-term customer retention. As a result, many employees are left feeling disconnected from the company’s mission and uncertain about their future within the organization.
One of my biggest concerns is the lack of a clear career path and development opportunities. I have actively attempted to market myself for other positions within the company and have expressed interest in expanding my career with Verizon. Unfortunately, I have received little to no feedback or response regarding these opportunities. This has been discouraging and creates the impression that employee growth and internal advancement are not receiving the attention they deserve.
I remain a strong believer in Verizon as a company and in the value we provide to customers. However, I have growing concerns regarding the overall direction of the organization and how frontline employees fit into that vision. There appears to be a lack of transparency regarding future goals, expectations, and opportunities, leaving many employees feeling uncertain about their long-term future.
Another area that deserves renewed focus is customer feedback and customer satisfaction. In the past, customer surveys and feedback played a much larger role in evaluating success. Those surveys consistently demonstrated that customers remained loyal to Verizon because of the relationships and trust built with their representatives. Frontline employees are often the deciding factor in whether a customer stays with Verizon or chooses to leave.
Every day, representatives spend significant time preventing customer churn, addressing concerns, educating customers on Verizon’s value proposition, and rebuilding trust when customers are considering other providers. These retention efforts directly contribute to preserving revenue and maintaining the customer base. However, there is currently little to no recognition, incentive, or compensation tied to these efforts.
This creates a difficult situation where employees are expected to prioritize customer retention while simultaneously being measured and compensated primarily on sales performance. In many cases, the time required to successfully retain a customer takes away from opportunities to generate sales, yet there is no meaningful reward for that retention effort. As a result, employees are often forced to choose between helping a customer remain with Verizon and focusing on activities that directly impact compensation.
I also have concerns regarding sales quotas and performance expectations. It appears that quotas continue to increase despite fluctuations in store traffic, customer demand, and overall market conditions. At the same time, quotas are frequently adjusted based on current sales trends, which suggests that original projections may not accurately reflect actual business conditions. This can create frustration among employees who are held accountable to goals that may not align with realistic opportunities available in the field.
The cumulative impact of these issues is a work environment that has become increasingly stressful. The expectations placed upon frontline employees continue to grow, while compensation, recognition, and career development opportunities have not kept pace. The level of responsibility associated with customer retention, sales performance, operational tasks, and overall customer experience often feels disproportionate to the financial reward provided.
My hope is that Verizon can refocus on the qualities that made it such a great company to work for in the past: investing in employees, recognizing customer retention efforts, creating transparent career advancement opportunities, valuing customer feedback, and establishing realistic performance expectations that align with actual market conditions. Doing so would not only improve employee morale and retention but would also strengthen customer loyalty and contribute to Verizon’s long-term success
@g0 Kroger is an essential service. Verizon is a utility. It's like asking the DMV to be open till 8pm. Sure it's feasible and could happen but is it really needed? With your logic we should just be open 24 hours a day.
@cy so why should Krogers be open til 9PM then?
of course stores should be open til at least 8PM
store hours. We should not be open till 8pm. There is not one good reason to be open that late and the only reason is greedy store managers that are off at 6 everyday anyways.
OMNI issues. The random errors and having to restart order. Primarily annoyed at just how slow the software is. Too many clicks. Everything takes 1-2 seconds to load next page. Completing the same transaction on the my Verizon app would be 2-3x faster. Where’s the AI that makes OMNI better/faster? PCA forms anytime an exchange is done. It has got a lot better but how hard is it to keep the same promo when an exchange is done?
Always changing promotions lately. It’s hard to feel like experts when you have to spend 30 mins on infomanager every other day reading new promos. This stacks with that but not this.