Rampant outsourcing - Talent Acquisition PepsiCo Employee Review

1.0
27 Jul 2020
Recommend
CEO approval
Business outlook

Pros

Flexibility to work from home, pretty fair salary, good coworkers

Cons

Do you want to join Talent Acquisition or Human Resources at PepsiCo? I’d highly recommend you reconsider. Over the past five years, these departments have become virtually unrecognizable due to the vast amount of outsourcing they are doing - but don’t worry, they won’t call it outsourcing; it’s about efficiency, of course! Because moving hardworking teams to India and Mexico, and asking US teams to train their replacements, no less (the absolute audacity) is definitely the epitome of efficient... Do not expect upward mobility. Do not expect new opportunities. Do not expect leadership to care about you one iota. You are replaceable and they will make it clear from day one.

Explore other reviews about PepsiCo

5.0
28 May 2026
Recommend
CEO approval
Business outlook

Pros

Kind, Hardworking, Resilient Crew. Great culture and work environment for all levels.

Cons

Expectations were unclear. I think the quality of intern project and guidance could be better.

4.0
6 May 2026
Recommend
CEO approval
Business outlook

Pros

Worked for PepsiCo for 10 years across four locations in Pennsylvania, Delaware, and Florida. Gained experience in multiple sales and operational roles while supporting account growth, merchandising, and customer relationships. Florida locations were especially well-operated and efficient. PepsiCo provided competitive pay, solid benefits through Keystone, and a good vacation package compared to competitors in the beverage industry. The company also offered strong sales incentive programs, earning rewards such as Orlando Magic floor seats, Pro Bowl tickets, Apple Watches, and Yeti cups for exceeding performance goals and driving sales results.

Cons

While PepsiCo promotes internal growth opportunities, many promotions and leadership opportunities appeared to favor college internship hires over long-term internal employees. In some cases, newer college-based management pushed corporate initiatives without fully understanding local market realities or account volume trends. For example, innovation products were sometimes forced into low-volume accounts where sell-through was unrealistic. Operationally, certain delivery processes could be improved, particularly with Tropicana products being stored in coolers on trucks for extended periods, which could impact product quality and increase waste. Work-life balance could also be challenging, as sales representatives commonly worked 50–60 hour weeks. Expectations from corporate leadership were often unrealistic, especially when customer representatives and drivers were expected to fully stock stores while servicing 15+ accounts per day. Experiences could also vary depending on whether locations were union or non-union operated.

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