Great Job - Customer Assistant T-Mobile Employee Review

Training and "green days" to work on training courses online, team activities for teambuilding, excellent benefits including up to a 10% yearly bonus (merit-based), tuition reimbursement, extra insurance options besides health insurance (pet insurance, free life insurance up to 1.5x yearly salary), stock purchase options and yearly stock award to each employee. One of my favorite benefits is job swaps - so long as your manager clears it, you can swap jobs with an employee from another related department for up to a couple months to gain insight and experience into what the other department does from day to day. I left my last company as it had become a bad environment, and after joining with T-Mobile I realized it was one of the best decisions I've ever made. There are very few days where I wake up not wanting to go to work, and I learn something new every day. When I come across a process I'm not familiar with, my teammates are more than happy to provide on-the-spot training, or schedule a time that works for both of us to do so. Above all, the managers set you up to succeed rather than to fail - they want you to do well, and do everything in their power to make sure you have the tools to do well.

There's some of the same political bs that any company has, but my team has two excellent managers that make work enjoyable. There are a couple personality issues within the team, as happens with any job, but overall everyone gets along. As far as training goes, there wasn't a whole ton initially (though I believe it's more due to the nature of the job - it's impossible to condense everything into a couple week training course).

The benefits are good. That’s about it.

The Government and Public Safety SDR organization was extremely disorganized and poorly led. Expectations were high, but leadership lacked a practical understanding of the role they were managing. SDRs were expected to generate pipeline through calls and emails, yet many coaches and even senior leadership could not clearly demonstrate how to do the job effectively. Meetings were often a waste of time and focused on repetitive or irrelevant topics instead of anything that actually helped performance. There was a consistent lack of professionalism and direction. Operational decisions made the job harder than it needed to be. Changes to systems like Salesforce and outbound tools limited our ability to prospect, but expectations stayed the same. Employees were held accountable for results without having the tools to achieve them. Compensation was also impacted by these decisions, which made the situation worse. Accountability was inconsistent. PIPs were handed out frequently and often did not feel justified. Standards were applied unevenly, and favoritism was hard to ignore. Work expectations were also inconsistent. Long hours were expected, but enforcement depended on the individual. Some employees were closely scrutinized while others were not held to the same standard. The biggest red flag was the lack of direction. The entire department was eliminated including SDRs, coaches, and leadership. Shortly after, the same function was reopened in another location, and former high performers were contacted and asked to reapply and relocate. That decision alone says everything about the level of planning and leadership.