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I've been with the company for almost 2 years now, and although there are not a lot of pros to mention, I'll be fair and mention a few. First, the benefits are pretty good compared to other firms in the industry. Second, many of my co-workers are decent people and we seem to have bonded well since we're all in the same boat so to speak. I think my working relationships will be the one thing I value when I have left the company.
On to the cons... First, we wear logo'd "red shirts" as a uniform. I personally don't feel very professional when I'm asking C-level executives to treat me like a professional when I don't look like one. Uniforms are only acceptable when you're the business owner, or if you're a service sales rep. taking orders. Second, we drive red logo'd company trucks- also tacky. Maybe we should bite the bullet and spend some money on advertising and marketing like our competitors. Third, we're micro-managed. We're supposed to hit 13 accounts a day, and report all actions on our laptop... that's not possible if you get into any meaningful sales conversations. Fourth, you never know how you're getting paid day to day. The payplan changes monthly, and once you figure it out, it changes again. Fifth, working for Hilti means 6am service calls on jobsites, walking in the rain and mud, getting your hands greasy, ripping your clothes, and lugging around 35lb. tools up flights of stairs.
Advice to Management
Although there are pros and cons for working at Hilti, I do have a few really good and useful recommendations for management. After all, a company needs to figure out how to run an efficient shop while being good to it's employees. First, separate the sales force into two functions: true professional sales, and service sales. If it were me, I would have my sales pros driving unlogo'd cars in slacks and a collared shirt, calling on all office staff, PM's, engineering, and purchasing. The service crew can have the red trucks and red shirts, do all DX or cert/tool training, handle repairs, visit all jobsite staff, and visit office warehouse crews. Second, pay the sales crews in addition to their base salary, a flat uncapped commission rate of 10-15% for every dollar over their quota no matter what product group is sold. Third, start a marketing/advertising campaign and get involved with the US contractor audience in print, event sponsorship, and TV. Fourth, micromanaging should only be reserved for those reps who need the guidance. Don't make it a company wide requirement. Fifth, reduce office politics. The DM/RM/AM relationship should have an open door policy, and do sensitivity training to make sure management knows how to work with different personality types. Sixth, stop making AM's responsible for damaged demoed inventory. This should be a write off since it's part of the sales process. Seventh, reward your employees who do a good job. Make them feel like they're part of the team.