Good luck - werkgeversreview Client Relations Representative bij Paycom

The Client Relations Rep review from March 9th is thorough and aligned with my experience as well if you’re looking for additional insight. From my personal experience: - Leadership take a one-size-fits-all approach to CRR sales numbers, ie one rep might have a $10mil book of business and sell $500k, another rep might have a $5mil book of business and sell $450k… but they have the same quota even though the second rep is better at their job and grew their business by a higher margin. It’s EXTREMELY taboo to ask other reps about the value of their client list, number of clients, etc. Management tells CRRs they keep it balanced as possible between reps, but from personal experience the managers will assign new clients to the rep they THINK is better (or they like more). I was luckily on the receiving end of this, but had to tiptoe around discussions with my teammates to maintain our relationships as well as theirs with our manager. To make accurate assessments quotas need to be based on a metric like percentage of growth based on current account size or potential revenue. This isn’t outside sales, and CRRs have zero control of their book of business. - Internal inefficiencies are extremely frustrating. The success of this position is dependent on several internal departments all with different softwares, communication methods, etc. Most of these departments are understaffed and also have high turnover, leading to missed deadlines and projects. Other departments aren’t client-facing, so CRRs play the telephone game between departments/clients. For a company that sells efficiency it’s embarrassing. - Between the team and department there’s about 6 hours of internal meetings weekly, sometimes more, most of them useless and/or unstructured. I’ve sat in multiple hour long, 8am team meetings with the first 10 minutes of passive-aggressive “you all need to be on time and on camera, ready to go at 8am” (unless it’s the manager, in which case his/her excuse is perfectly valid), followed by 40 minutes of random trivia or ice breakers (or a speed typing contest… no joke), and a final 10 minutes of “why aren’t we selling more (xyz)”. Some meetings literally started with “what should we talk about?” - Absurd amount of micromanagement. Management requests an unnecessary amount of self-reporting, most if not all of which they have access to already. There is no trust that you’ll do your job, even though it’s quota based. - They only hire from within, including execs, which results in a feedback loop and zero outside perspective. - The customer service team has been hurting for a while (extremely understaffed, underpaid, high turnover), which results in an uphill battle to sell or even meet with disgruntled clients. - Mandatory “Best Practice Meetings”. It’s required to schedule a 6-hour meeting every week with qualified clients and make up any missed weeks. These meetings CAN be very beneficial, but more often than not reps just find a client who likes the attention and schedules one twice a month with them since no one wants to be taken hostage on Zoom for 6 hours regardless of the value. - After being 100% remote from March 2020 to August 2021 and despite record sales years, it’s mandatory to work in the office Monday and Friday. Zero flexibility. You go to the office to do the exact same job but with more distractions, the added risk driving/commuting, and extra time needed to get ready and commute (much much worse in large cities). - Very morally questionable (to put it lightly) business practices. Moving initial billing dates for the rep’s/manager’s benefit OR delaying turning off a product to hit certain sales metrics/presidents club. Basically stealing from clients; no contracts with clients, but extremely difficult to turn products off and stop billing. It’s like dealing with the cable company x1000; clients don’t have access to past agreements, and getting that info from billing is a process in itself. Paycom doesn’t have ANYTHING for some clients that signed on before a certain year (makes it very difficult when clients ask for an explanation of their billing…); new products are forced on clients - Very outdated policies (“jeans day” was a huge treat… even though all meetings are via Zoom). Most clients would ask why I’m wearing a dress shirt and tie in my home office. - Very “culty”, hoo-rah, cheerleading mentality. Shoutouts are over the top. They hand out random awards monthly with zero explanation or quantifiable metric other than “she/he absolutely crushed it, incredible rockstar, this team couldn’t function without her/him…”. - End of the year department recap meeting has a 10min video of President’s Club highlights (inebriated reps on a boat yelling “I love Paycom!”) followed by “other accomplishments”, featuring slides of houses and cars reps have been able to buy that year. Very cringy. Overall, it seems like the department, maybe the whole company, is stuck in 2009. They preach about their great culture, but it’s the stereotypical toxic sales culture. They tell you they hired you because they hire the best, and then they put you in a box and push “keeping up with the Jones” mentality to keep you trapped. Management is very skilled at self-preservation, you will be thrown under the bus in a heartbeat. You’re lucky to work at Paycom and won’t have this type of success anywhere else. They send you random Paycom branded shirts, water bottles, pens, mouse pads, desk calendars, etc. and act like it’s the most generous gift and very caring of the company.