Konica Minolta Business Solutions U.S.A.

www.kmbs.konicaminolta.us

Konica Minolta Business Solutions U.S.A. Software Engineer Jobs & Careers

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29 days ago

Technical Support II

Konica Minolta Business Solutions U.S.A., Inc. Windsor, CT

languages such as Postscript, PCL, PJL and PDF. • Proficiently create and write solutions to be added to our Knowledge Base. • Associate's Degree in… Konica Minolta Business Solutions U.S.A., Inc.


30+ days ago

Business Development Analyst

Konica Minolta Business Solutions U.S.A., Inc. Ramsey, NJ

• Work collaboratively with technical staff, IT Service Consultants, Solutions Architects, Sales, Marketing and SME’s and apply knowledge to create… Konica Minolta Business Solutions U.S.A., Inc.


30+ days ago

Business Development Associate

Konica Minolta Business Solutions U.S.A., Inc. Los Angeles, CA

• Assist the Engagement Team in preparing deliverables to help identify opportunities for KM customer’s ongoing and future… Konica Minolta Business Solutions U.S.A., Inc.


Konica Minolta Business Solutions U.S.A. Reviews

224 Reviews
2.9
224 Reviews
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Konica Minolta Business Solutions U.S.A. Chairman & CEO Toshimitsu (Tom) Taiko
Toshimitsu (Tom) Taiko
17 Ratings
  •  

    Great Company, Big Transition, Disconnected From Employee Compensation Impact

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Sales in Dutch Fork, SC
    Current Employee - Sales in Dutch Fork, SC

    I have been working at Konica Minolta Business Solutions U.S.A.

    Pros

    Absolutely the finest manufactured products in quality and value; Excellent customer service and support; visionary leadership direction; very strong ethical standards with employees and clients.

    Cons

    Sales executives compensation does not match up with the strategic and tactical direction; company is pivoting from a hardware / reactive service model to a more balanced proactive professional services company; management is not effectively managing territorial assignments within CRM or adequately planned on how all this change in a short period of time would effect the income of their customer facing sales teams

    Advice to ManagementAdvice

    It seems there has been a shift in thinking that hiring from without is necessary to bringing new skills and gaining new relationships. The promised relationship gains are rarely realized; most relationships are not portable and people tend to exaggerate their ability to deliver. The anticipated skill set gain is offset by the 8 to 12 months it takes to get new folks up to speed and by the rate of new hire attrition over 2 years. The overall cost of this repeating cycle is tremendous in terms of upfront HR cost and the time burden on existing sales and administrative teams. An unintended consequence of this outside hiring trend can give the impression that a career path does not exist by staying with KM. If these long term employees leave to obtain a promotion or salary increase, they also take with them valued relationships and company operational intelligence. Consider building career path profiles within existing employee records and begin the practice of sending your existing employees to train for pending positions; openly commit to investing in "people" development. I believe this cultural shift back to KM's roots of hiring from within would inspire the entire company population. Dedication is not a one way street.

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    Neutral Outlook

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