Question before you sign on - Customer Service bei Emser Tile: Mitarbeiterbewertung

1.0
5. Mai 2011
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CEO-Befürwortung
Geschäftsprognose

Pros

The pay for the positions is relatively fair. You do earn three weeks off a year after four years. You can learn the ropes of the tile and stone business by working for this company.

Kontras

Emser does not provide enough staff to it's branches to even accomplish the daily work load. As a result the amount of hours an employee has to put in to the job is often times ridiculous. 55-60+ hours per week most of the time. Emser also does not always like to provide the proper tools for their employees to do the job they are being asked to do, and if they do decide to provide the process of getting those provisions is more often than not untimely. The company considers themselves to be a wholesale operation, yet they are more than happy to make the retail sale. This often times creates tension between the sales reps, and their clients. Expect high expectations with little reward for your efforts from this company.

Mehr Bewertungen zu Emser Tile entdecken

5.0
15. Dez. 2025
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CEO-Befürwortung
Geschäftsprognose

Pros

Great partners, really great people in the field, DC's, and corporate. Extremely people centric culture, both employees and customers, beautiful showrooms and great, stylish product.

Kontras

Some decisions take too long to be made because everyone has a voice, but part of what makes it a great place to work.

1.0
29. Mai 2026
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

Emser Tile has always had strong product and strong people. Under Carl Delia, it finally feels like the leadership infrastructure is catching up to match both. I am genuinely optimistic about where this organization is headed and proud to be part of what comes next.

Kontras

Our Talent Acquisition Manager is not delivering at the level this organization requires. The sourcing approach appears driven more by personal affinity than by business need, and there is a concerning pattern of recommending leaders who may be more likely to accommodate underperformance than to challenge and elevate it. The result is a talent pipeline that protects the status quo rather than strengthening the organization. This needs to be addressed directly and promptly.

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