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Michelin North America Reviews

93 Reviews
3.3
93 Reviews
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Recommend to a friend
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Michelin North America Chairman & President Pete Selleck
Pete Selleck
47 Ratings
  1.  

    Safe, stable employment from a very traditional company.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Business Unit Leader  in  Anderson, SC
    Current Employee - Business Unit Leader in Anderson, SC

    I have been working at Michelin North America full-time for more than a year

    Pros

    The company is very loyal to it's employees once they have been hired.

    There are published company values that are very noble and are strictly adhered to throughout all levels of the organization.

    Work-life balance is the leading factor for most employees' happiness within the company. The benefits and polices around any life issues are generally well above and beyond with is require by law in terms of things like leaves of absences, etc. The vacation and holiday (French, not specifically American) policy is fair when first hired and is tiered to reward long tenured employees.

    From a business model standpoint, Michelin excels in recognizing where expanding markets could appear ahead of competitors as well as research and development. Both advantages help them easily sell more expensive products while guaranteeing the best quality on the market.

    Cons

    The salary compensation is admittedly "comparable" by the company values, but if compared to like businesses is below comparable.

    The training when on-boarding is extensive, but poorly timed. Many courses that are "mandatory" to complete require someone to be in the position for 6 months to a year before being accessible. The culture of the company is difficult to deal with.

    All decisions, big or small, are met with a typical questioning mentality and general resistance change. Decisions come with a long lead time for implementation on all matters of company business from safety, to quality, to production which can be frustrating for pressing issues. The practice can tie adaptive leaders' hands from implementing changes until certain levels of the organization can make a decision robbing them of authority while still demanding the same responsibility.

    So much time is spent trying to indoctrinate newer employees to the "culture" of the company it inhibits their ambitions and retards their will to speak up and bring new ideas to the table. There is a lot of reference to "the Michelin way" of doing things when accomplishing any task that shuns new paradigms and thought processes.

    The company also realizes that it's "Management Quality" is not up to standard. Major emphasis has been placed on training new leaders; however little to no effort is placed into identifying and training/retraining older managers who are some of the larger culprits of this.

    Advice to ManagementAdvice

    As a new employee, it's always felt like Michelin employees with long tenure are no longer contributing to the company to best of their ability. An "active retirement" approach, where employees stay until their pensions or retirements mature without applying themselves seems to be very prominent with these employees. The key leaders and plant staff management teams should be some of the most dedicated personnel at the facilities, but there seems to a large amount of complacency that is infectious the rest of the employees working for or with them.

    Doesn't Recommend
    Negative Outlook
    Approves of CEO