Working at GENEX Services in Wayne, PA: 2 Employee Job Reviews by Real Employee working in Wayne, PA Area

"The Southeast Regional Vice President at GENEX has no business being in management! He’s been lucky to have good people under him doing their job and covering his butt, however, it becomes obvious that, “The emperor has no clothes”… This became apparent after he began making disastrous decisions involving key management positions. Unworthy demotions of some and promotions to others led to serious decline of morale and revenue."

"My rating below is based on the last 2 out of 13 years at GENEX."

What do you like about working at GENEX Services?

"I liked the people I worked with for 12 years. The culture was: open, fostered productive teams, embraced new ideas, managed with compassion, created a family atmosphere where we believed we were an integral part of the company, encouraged training and growth and last, GENEX did not have a culture that encouraged the blame game as it does now."

Do you have any tips for others interviewing with this company?

"I don't have any tips to share. I'm sure he culture will change to something positive once the acquisition activities have ended."

What don't you like about working at GENEX Services?

"I do not like the new culture that came with the team of folks that were acquired in the last acquisition. The new team actually encouraged several employees to blame someone in another team so they are not to blame. To me that does not demonstrate team work and it does not foster a trusting relationship that is needed. When work volume is high, trust and compassion is required for the employees to be willing to put in overtime for more than 5 weeks at a time. I know of employees that worked every weekend for 5 weeks in addition to working 12 hour days. I believe it's due to 1) poor management and 2) poor management on behalf of the consulting company hired for managing the acquisition. Another item I don't care too much about is the lack of support found with their HR dept. Instead of laying off people after the acquisition, they appear to be encouraging managers to performance manage staff members out the door. I also did not like being assigned two major projects for which we didn't have support from functional leaders and resources. Everyone agreed the projects needed to get done, but could not commit to getting it done at that time. If the functional managers can't agree to commit, then how can you succeed in getting their resources to commit"

What suggestions do you have for management?

"Have a heart and if you need to remove staff due to the acquisition, then lay them off instead of slowly breaking them down one by one. Don't encourage the blame game and be a leader. Think beyond your own needs and think about the department and the company."