Robertson Fuel Systems Reviews

- Any advice or Changes you may see fit it falls on deaf ears - Growth the willingness to want to grow is recieved great but if they don't like you , you thrown aside and never looked at it's like they want to single you out - very Cliquey and lots of back talking if your not buddy buddy with someone beware they put a cute front on and go and talk bad about you. - High turnover rate they lose all their vets because vets are looking for growth or were given promises that never happened. But they barely have anyone with knowledge or experience in field because eithery they let them go for childish reason or the person decides to leave. - unrealistic goals and target times with so many newer guys/girls in the team stop trying to push quickness when they keep failing they are new and it's the growing pains when they continue to hire newer people without any veterans pro tenured workers with knowledge. -

- Poor communication and lack of clear direction for improvement from management. (they will hold you accountable for actions they never talk to you about, and you won't know these actions are an issue until it's too late) - Unaccountability from multiple management positions. (all the way up to CEO, multiple situations where they tell you what you want to hear, just to go back on it later for their own benefit) - Common to deny opportunities for growth, even when qualified and well-suited for new roles. (Expect everyone on bottom level to apply for new positions when open, and for management to potentially not even fill the role they opened) - Limited financial growth opportunities to adequately counter inflation. (max 3% raise yearly if you're in managements favor) - High turnover rates that resulted in being expected to train new hires without this being part of the job description. (Managment should be training, not floor techs) - Unrealistic production expectations tied to high-quality standards without sufficient infrastructure or support to achieve these goals. (will expect quality parts done in unrealistic time frames for the equipment provided) - A noticeable lack of leadership and reliance on emotionally driven decision-making by management instead of objective, leadership-based approaches. (if someone doesn't like you, they won't tell you, but will go out of their way to deface your image to upper management to make themselves look better) - Departmental standards not being consistently applied across the company. (One department will have stricter rules then the next even though they all follow the same handbook) - Poor communication between teams and floor production, (constant finger pointing when something goes wrong, Inability to communicate concise production guidelines.) - New positions to move up are very limited. (You have to wait for someone to retire or pass on to have an opportunity at a hirer paying position)