Pros
People. The field leadership team and many of the employees at HQ are overwhelmingly kind and mission-driven. I met some truly inspirational people, and always felt that my fellow leaders in the field were completely committed to making Enjoy’s vision a reality, which is rare. HQ employees do their best to be helpful and are (maybe too) positive and idealistic. Everyone, for the most part, means well.
Cons
Unfortunately, almost everything else. A lot of the negative reviews you’ll read here are from current or former experts. They are, for the most part, exceedingly accurate. You will be hired under the guise of improving lives, changing retail, and providing personalized customer service experiences. The company does want you to be a part of those things. But they will also hold you to very strict and often unattainable sales goals. Those goals will increase frequently (often monthly, definitely quarterly), so that just as you feel you’re approaching success, you’ll be back in failing territory. Your ability to sell items and services will be tallied in a point system and you will be ranked against other employees. These “points” tell nothing about the quality of the experience you provide, but simply how good you are at up-selling to customers who, for the most part, have no idea what they’re signing up for when they choose Enjoy. Here are a few of the other major issues with the Expert role: - Experts are held to an unattainable “completion” rate – 10 visits in a 10-hour day. The absurd routing software they use, and the ridiculously large territories experts must cover make it impossible for them to complete 10 visits in a 10 hour day. For example, from 2pm-5pm, experts are expected to complete 3 visits. Those visits are expected to take 20-30 minutes, could be up to 2 hours from each other, and they’re also expected to take a 30-minute lunch. - Most visits are for AT&T customers. 95% of these customers did not knowingly choose Enjoy’s service; they thought they were choosing a regular delivery service. So, when an expert shows up, or calls, or texts, many customers are confused or upset. They do not want to have to sit down with a representative and present identification to receive their phone. And they especially don’t want to be up-sold. You wouldn’t either if you were expecting FedEx to drop your new phone on your doorstep. - Training is abysmal. The L&D team is great at training, but completely out of touch with the needs of the field. The majority of the expert role involves dealing with AT&T’s antiquated systems, and yet there is almost ZERO training on said system. Worse, in my eyes, is the complete lack of basic sales training. This is a huge opportunity given the focus on sales in the expert role. As a leader of a team of experts, it was my responsibility to communicate these, and other, issues to upper management and HQ partners. There were many barriers to my team’s success, as detailed above. Unfortunately, the company wasn’t interested in my opinion because I did not lead one of the top-selling teams, as dictated by the points tallied. There are systems-based issues that prevent experts from being able to succeed in their jobs. Instead of HQ partnering with the field to improve these issues, or tempering expectations based on the roadblocks that affect teams differently, they placed 100% of the blame on the field team. The solution was “performance management.” Essentially, leaders were told that they would need to systematically fire everyone on their teams who weren’t hitting sales numbers. The overwhelming assumption was that these experts were just not trying, or simply didn’t care. In many cases, this was not true, and leaders were being told to fire high-potential employees who could not succeed under the constraints that were placed upon them. Experts started quitting in droves under the increased pressure. We could not backfill their roles given the low pay and lack of commission the company offered. When Ron was questioned about exit interview feedback from all of these experts who were quitting or being fired under the increased sales pressure, he said they were “not a right fit” for the company, seemingly uninterested in hearing feedback from ex-employees who didn’t sell enough. Ron is, simply put, an egomaniac. He is not interested in feedback; he is interested in talking about himself and how great his company and ideas are to anyone who will listen. He does not have time for those who disagree with him. In my opinion, he is doing at Enjoy exactly what he did at JCPenney. He’s single-minded, not taking feedback from important stakeholders, and driving forward without a care for employees. And while we’re talking about Ron, please know he’s made some questionable statements about and towards women.
