Job Title: Counsel
Location: Milwaukee
Submitted on: 11-Jan-05
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Workplace
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Working at Miller is hit or miss. Miller is attempting to install a
performance culture based loosely on GE's performance management
process. The restructuring in 2003 reduced head count by about 30%.
Those that left were given a nice package but those that stayed had to
figure out how to do more with less. The demands for data have
increased and the tolerence for failure has decreased. Some areas have
come through the
restructuring in great shape. Others are worse off for many reasons
(cut too deep, managment incompetence, poor politicing, etc.)
One area that is a source of frustration for many is Miller's IS
department. They are not customer oriented and look for ways to cut
corners at every chance they get. Sitting down with them is like going
into litigation. If you are interviewing ask what version of Office you
will be working on. In some departments you will find that they are
still running Office 97.
The culture is very demanding, sometimes to the point of being
ridicilious. Some people get it and really focus on results. Others
are so process driven that they think that going through the motions is
enough. The ones that just go through the motions cause the most
trouble for everyone.
Hours are "you work until your work is done. The employee bar (open
4:30-7pm most nights) is nice. People usually go down for a drink and
then go back to their offices to finish up.
Opportunities for advancement are constrained because of the restructure
and due to the fact that HR and Senior Management wants to bring in
their own people. Once you are in you probably won't move up beyond
where you are at. Thats good news for headhunters but not for current
employees. Some employees who have been overlooked for advancement have
left the company only to receive phone calls from top management
inquiring about what it would take to get them to come back. Those that
have come back have gotten better jobs, but that is a dangerous way to
move ahead.
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