Pros
If you fit the right profile, GMI will initially be the right place for you. New hires will find a very good benefit plan (though that is being chipped away at) and for those that work at the Minneapolis campus, there are several internal perks (cafeteria, coffee shop, fitness center, etc.). Consider also that the quality of your peers is generally very good – lots of opportunity for newer and younger employees. If you hold the right degree from a prominent Higher Ed institution (and if you learn quickly how to navigate the maze of internal politics) your path will be paved for you, so “good luck”. And finally, on the surface at least, the company also makes admirable efforts to promote racial, ethnic, and sexual diversity.
Cons
Here is where it gets complicated, however. GMI’s corporate culture is hindered by a fundamental dishonesty that permeates the through all upper management levels of the corporation (director and above). Harsh, certainly, but a statement evidenced by empty rhetoric, meaningless platitudes and easily compromised values statements. GMI can easily be categorized as a stiff and immobile company that struggles with true diversity. An apparent contradiction to the kudos above, where GMI falls shorts is diversity of thought, diversity of scope of vision, diversity of opinion and other “below the radar” attributes. GMI is a consensus driven company that that is slow to deep dive into the world of true innovation. This has become an increasing concern – much like the grad student who delays thesis defense because of a fear there may be one slight gap in his/her research, GMI has allowed itself to become a company where innovation and honesty become casualties of a self-imposed functional paralysis. Rather than move decisively and boldly, projects get delayed or watered down by commissioning another study, holding another series of meetings or just simply finding (or inventing) a reason to kick decision making further down the line. I am not sure this is easier, per se, but it does provide a temporary cover while a rationale is constructed to validate decisions, right or wrong. Finally, individual success is dependent on one’s ability to adapt to a “good ol’ boys” style of personnel networking, augmented by a byzantine performance appraisal system where preferred candidates for advancement often receive several promotions in a short period of time while many others may see promotions delayed or non-existent. For much of the GMI decision makers, experience and competence are less valued than the promise of some great future reward and one’s ability to manage up.