Inconsistent, Changed managers 3 times in 2.5 years - Mitarbeiter (anonym) bei Infor: Mitarbeiterbewertung

2,0
17. Jän. 2012
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

Decent opportunity to make money, good people trying to do the best job they can, decent ability to get to resources to complete tasks

Kontras

SOA strategy was a bust, positioned it was coming to customers and prospects but was never delivered for most products. Inconsistent attention to myriad of products. Descimated the support staff and let go many key knowledge holders of acquired product I was brought in to promote. Wanted new sales but did not have the functionality to compete effectively.

Mehr Bewertungen zu Infor entdecken

5,0
5. Mai 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great company to work for. Flexible. Great mentors and access to leadership.

Kontras

Leadership changes frequently Infor has a few "focus" industries - its best to be in one of those lines of business if you want to maximize sales compensation.

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Reaktion von Infor
2w
Thank you for your review. We’re delighted to hear about your positive experience with us.​ ​ We are the forefront of industry trends and emerging technologies, ensuring our people constantly have new opportunities to learn, grow, and accelerate their careers. ​
2,0
12. Juni 2026
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

Supportive colleagues, positive employee relationships, competitive PTO benefits, and a solid 401(k) retirement savings program.

Kontras

Concerns with inconsistent leadership practices, lack of transparency among management and senior leadership, insufficient employee training, and limited opportunities for career growth and advancement. Leadership effectiveness should be based on fairness, communication, trust, and the ability to support employees, not simply years of service. Employees thrive in environments where managers avoid favoritism, trust their teams, provide constructive guidance, and help build morale rather than micromanage.

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