There are newer employer reviews for Sherwin-Williams

1 person found this helpful

Confusing... Products became inferior with changes prices increased.

  • Comp & Benefits
  • Work/Life Balance
  • Senior Management
  • Career Opportunities
Current Employee - Market Manager
Current Employee - Market Manager

I have been working at Sherwin-Williams

Pros

Pay is good, benefits are good.

Cons

Micro-managing daily, lost focus on their main customer the (contractor) 3-4 annual price increases. Have focused to much on the DIY consumer of which their pricing is very high compairson to equal products at the big box stores. Management is consumed with hiring young employees that can bee business smart but lack experience vital to the contractor.

Doesn't Recommend
No opinion of CEO
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  1. It has it's days.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Current Employee - Branch Manager
    Current Employee - Branch Manager

    I have been working at Sherwin-Williams

    Pros

    Opportunity for advancement as long as you are willing to relocate.

    The pay is decent for what you are doing.

    Cons

    Increasing micromanagement for stores/reps

    To much of your career can rest on who you know, not what your performance or abilities.

    Advice to ManagementAdvice

    It is time to start listening to your employees again. The hard nosed, bull headed management we have been seeing is driving away good people. Believe it or not, some of us are able to effectively manage our businesses.

    Approves of CEO
  2. 5 people found this helpful

    Heading South from a People and Development Perspective

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Current Employee - HR Paint and Coatings
    Current Employee - HR Paint and Coatings

    I have been working at Sherwin-Williams

    Pros

    - Relationships with fellow on-site managers or coworkers
    - Strong promotion potential if you are willing to relocate, as sometimes there are literally NO postings for internal openings
    - The level or technical competence of the work desired is generally not overly complex once the learning curve is overcome
    - Competitive salary for the level of work
    - Work hard, play hard culture in most business units

    Cons

    - No bench strength as a result of being overly lean, which is leading to...
    - Internal job postings are being met with minimal and/or under qualified candidates. Outside hiring is avoided because...
    - Proper turnover or on-boarding when taking on new positions or responsibilities is essentially non-existent as a result of the...
    - Headcount or "centralization efforts" which are often forced or poorly planned, with little direction given to impacted personnel. Most of the work is not being completed timely or in some cases at all because of the...
    - Apparent disconnect with the amount of administrative work that trickles down the hierarchy, inundating managers with...
    - Responsibilities with little training or time to pursue, which leads to...
    - Utter and complete frustration and burnout, causing people to under perform, which is troubling because....
    - See bullet point 2

    Advice to ManagementAdvice

    Do you realize that most facility management is spending 50-75% of their time pushing papers, completing databases or spreadsheets, and sitting in on conference calls listening to the latest "pet project"? If you just read that and thought to yourself, "Sounds like a good opportunity for a lean project," you are likely part of the PROBLEM, not the solution. I believe we have passed that fine line from being lean to plain old understaffed. If you read through many of these reviews, you will see STAFFING as a common denominator, no matter what the division. I would challenge senior leadership to take a good hard honest look at what these processes are bringing us in terms of an ROI relating to people, as I feel that there may be a need for some level of decentralization or a major push for talent in our current structure. Hello Executive Level HR?

    Loyalty is a value to this company. As a result, many current middle and upper managers have little to no experience outside the borders of Uncle Sherwin. If we are not going to inject new leadership via outside hires, I would suggest hiring an upper echelon consulting company to take a good look at our operational and organizational structure to see if we are missing out on opportunities.

    This company is viewed as fairly traditional and a little old fashioned. What are we doing to stimulate and retain the talent of Gen Y or later iterations of Gen X? When I say talent, I mean honest-to-God top talent plucked from the country's best programs from its best universities. This is a relevant question, as the values of these generations differ greatly from the traditional culture of Sherwin-Williams.

    Doesn't Recommend
    Disapproves of CEO
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