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Cabela's Reviews

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Cabela's President & CEO Thomas L. Millner
Thomas L. Millner
207 Ratings
  • Management leaves more to be desired.

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Former Employee - Outfitter in Saskatoon, SK (Canada)
    Former Employee - Outfitter in Saskatoon, SK (Canada)
    Doesn't Recommend
    Neutral Outlook

    I worked at Cabela's full-time (More than a year)


    Great co-workers for the most part, Regular in-store events, Average employee discount pro-rated to individual product, Good health, dental, and vision benefits, Fantastic customer base, Annual "summit" discount opportunity, Paid and incentive-based training (in-store and 3point5 online,) Opportunities for recognition from customers and co-workers (Voice of the Customer, Hook & Bullet, Bulls-Eye, Fish Cards.)


    Poor management, DOES NOT FOLLOW LABOUR STANDARDS (Pay, scheduling, reviews,) Non-commissioned, Poor scheduling due to unreasonable time off requests, Favouritism, Very recognizable hierarchy of departments, Poor communication between stores and head office/main warehouse, Poor communication between managers, Poor communication between sales floor and back room, Poor communication between some department leads and outfitters, Poor communication between stores and company buyers, Unwillingness to review compensation outside of the annual performance review, Poor treatment of "senior outfitters" - expected to do the same work (or more) as leads without the same recognition or compensation, Unreasonable deadlines to re-merchandise and sign flyer drops, Unacceptable lack of inventory of flyer items, Very high employee turnover, High sales pressure (and when lofty goals were met, higher ups never offered anything more than a rare pat on the back,) Little to no advancement opportunities unless you're good friends with or a favourite of (not treated as a regular employee) management.

    Advice to Management

    Quit the the blatant favouritism of some outfitters by not allowing extended breaks, ideal scheduling for certain individuals, bending rules, lunches/coffees with outfitters, etc., Base compensation and advancement on ability, knowledge and performance as well as communication skills, Properly acknowledge and follow-through with complaints to HR, Head office needs to focus on hiring COMPETENT managers who aren't seeking to knock each other out, Properly communicate with the other managers as well as the outfitters so e-mails, deadlines and expectations aren't missed, Quit the "make work" projects such as re-merchandising after the task has already been successfully completed when outfitters could be training and bettering their product knowledge, Learn to follow labour standards set forth by the law. Uphold expected culture and values - lead by example.

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