Underpaid and over managed - Therapeutic Nutrition Representative Abbott Employee Review

2.0
15 Mar 2018
Recommend
CEO approval
Business outlook

Pros

Good benefits and vacation days. Profit sharing and good work life balance depending on division. If you can be a pushover and be willing to relocate you can make it to a manger role in 3 years.

Cons

I want this review to be as honest as I can make it....Not sure why everyone is saying that pay is great because it’s not. I have never been a sales rep for a company whose at plan commission is about 22,000 a year. Not a quarter or a half, per year! And not to mention it’s only paid out twice! Sales reps should be money Monivated so to underpay then and reduce the frequency of pay is a bad formula. Next, everyone act like this pension is the greatest thing since sliced bread and it is if you stick with the company for 30 years. News flash, the market has changed. Most people are not going to be with on or two companies their whole life like the baby boomers. So essentially all you are doing is getting money taken out of your pay check to fund somethingg you will probably see little to none of unless you work for 15 plus years. Last, If you are a sales rep you will be micromanaged in to the ground. You’ll have a ride along every 2-3 weeks and calls every week. Some people will lose business because of their manager

Explore other reviews about Abbott

5.0
22 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Team is supportive and great to work here. lot of freedom and no micromanagement.

Cons

as of now nothing but its good place to work.

2.0
15 Jun 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

• Strong brand and market position • Talented individual contributors and subject matter experts sprinkled throughout the organization • Opportunity to work on products that impact many patients

Cons

These comments reflect experience within Abbott Diabetes Care. • Culture can feel political and risk-averse, with difficult issues often addressed indirectly rather than transparently • Decision-making is slowed by multiple layers of management, many of whom appear focused more on managing upward than enabling teams and execution • Long-tenured management structures can create limited accountability, discourage new ideas, and make modernization difficult • Some leadership styles feel hierarchical and dismissive of dissenting viewpoints, making it risky to challenge the status quo • Strategic thinking and decision authority are concentrated among a relatively small group of senior leaders, creating bottlenecks and limiting innovation • Office environments and ways of working often feel outdated compared to more modern organizations • Organizational responsiveness can be frustratingly low. Routine requests, decisions, and communications often require multiple follow-ups, creating unnecessary delays and reducing accountability • Promotions and performance assessments often lack transparency, leading employees to question whether advancement is based on impact, visibility, DEI, or internal relationships • Employees navigating significant career or life transitions may experience varying levels of support, visibility, and development opportunities, making career continuity and progression feel less predictable than they should be

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