Things to consider before taking a job here

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anonymous

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If you are considering a job at Zoll don't take it until you've done the following.

1. Call any rep on LinkedIn that worked for Zoll and ask the below questions.

2. Call the specific rep that had the territory before you. (and likely the 2-3 others before them.) Ask the same questions, including why they left.

3. Read Cafe Pharma. Note the consistent and detailed records of Zoll's problems documented by reps and managers.

4. During your interview, ask the below questions of the hiring manager and make a point to WRITE THEM DOWN in detail. Make sure they see you writing down their answers.

____________________________
Questions:
- How often will my goal go up?
- If I meet my annual goal, will I be punished by an even higher goal the following year?
- Which of my sales will I get credit for? What % will go unpaid? Once I'm given credit for a sale, can it be taken away?
- Am I on call during holidays, vacations, sick days, etc.?
- How many years until my 401k vests?
- What percentage of reps are making goal?
- What is the turnover rate?
- What is the average tenure of people in my position?
- (For managers) If my reps go on maternity leave, medical leave, or quit, does my sales goal get adjusted down to account for that?
- If my territory is split, will my growth rate requirement be reduced?
- If a tenured employee with continued good performance begins to not be able to keep up with the growth rate, what happens?
- If processing delays on Zoll's end delays discharge for a patient and they have to stay in the hospital an extra day, is there any recourse for the patient or doctor?
- What turnaround time does Zoll guarantee for patient fittings?
- What process for feedback is in place for the field? Is feedback from the field incorporated? If so, how quickly?
- If a patient's insurance doesn't cover the Lifevest, will the patient get a big bill?
- How many TMs or RMs have been in my territory over the last 5 years?
 






Thanks for saving me a sh*tload of pain and suffering! Was looking at the opening on one of the medical sales sites and actually considered applying. Figured I'd give CP the old looksy. I can tell your post is legit and not a flame. You may not like Zoll, but that's a freaking laundry list of issues and red flags.

Peace out. And thanks again!
 






anonymous said:
If you are considering a job at Zoll don't take it until you've done the following.

1. Call any rep on LinkedIn that worked for Zoll and ask the below questions.

2. Call the specific rep that had the territory before you. (and likely the 2-3 others before them.) Ask the same questions, including why they left.

3. Read Cafe Pharma. Note the consistent and detailed records of Zoll's problems documented by reps and managers.

4. During your interview, ask the below questions of the hiring manager and make a point to WRITE THEM DOWN in detail. Make sure they see you writing down their answers.

____________________________
Questions:
- How often will my goal go up?
- If I meet my annual goal, will I be punished by an even higher goal the following year?
- Which of my sales will I get credit for? What % will go unpaid? Once I'm given credit for a sale, can it be taken away?
- Am I on call during holidays, vacations, sick days, etc.?
- How many years until my 401k vests?
- What percentage of reps are making goal?
- What is the turnover rate?
- What is the average tenure of people in my position?
- (For managers) If my reps go on maternity leave, medical leave, or quit, does my sales goal get adjusted down to account for that?
- If my territory is split, will my growth rate requirement be reduced?
- If a tenured employee with continued good performance begins to not be able to keep up with the growth rate, what happens?
- If processing delays on Zoll's end delays discharge for a patient and they have to stay in the hospital an extra day, is there any recourse for the patient or doctor?
- What turnaround time does Zoll guarantee for patient fittings?
- What process for feedback is in place for the field? Is feedback from the field incorporated? If so, how quickly?
- If a patient's insurance doesn't cover the Lifevest, will the patient get a big bill?
- How many TMs or RMs have been in my territory over the last 5 years?
Click to expand...

Well said! You can also ask what percentage of TMs and RMs are at plan? What percentage of the field is around 85-90% to plan? How much can you make if you're at 90% to plan? Whar's the average tenure of TMs and RMS? Why do people tend to leave after 15-18 months?
How are quotas established? What timeframe is used to base your new annual quota calculation? What months are used to set your new quota? What percentage of growth is being acheived versus years past? Has the growth percentage decreased over the last 2 yrs? Has the quota expectation been lowered to account for the slow down in percentage growth over the last 2 yrs? Has the $800 quota growth every two weeks been the same over the past 10 yrs? How does the company account for changes in the payor landscape? How do they calculate the impact of increased payor scrutiny? What percentage of re-authorizations are being obtained vs years past? How is the company taking that into consideration when setting quita growth goals?

I can on and on, but these questions need to be asked before even considering an opportunity here. These things will not be told to you unless you ask.
 






This is the biggest joke of a thread on this site! If you need to do research to find out more about ZOLL, you deserve this job! Anyone, and I repeat anyone, in any form of medical sales should know the worst companies in their industry. If you can't rattle off 5 or 6 companies you would never work for, than you should go into another line of work.
 












anonymous said:
This is the biggest joke of a thread on this site! If you need to do research to find out more about ZOLL, you deserve this job! Anyone, and I repeat anyone, in any form of medical sales should know the worst companies in their industry. If you can't rattle off 5 or 6 companies you would never work for, than you should go into another line of work.
Click to expand...

Yes, this company is definitely at the top of that "never work for" list. Pretty much everyone knows it. Even the doctors know it. Guess that's why there are so many openings. That list is so freakin long! No other company has a vacancy list like that!
 






anonymous said:
If you are considering a job at Zoll don't take it until you've done the following.

1. Call any rep on LinkedIn that worked for Zoll and ask the below questions.

2. Call the specific rep that had the territory before you. (and likely the 2-3 others before them.) Ask the same questions, including why they left.

3. Read Cafe Pharma. Note the consistent and detailed records of Zoll's problems documented by reps and managers.

4. During your interview, ask the below questions of the hiring manager and make a point to WRITE THEM DOWN in detail. Make sure they see you writing down their answers.

____________________________
Questions:
- How often will my goal go up?
- If I meet my annual goal, will I be punished by an even higher goal the following year?
- Which of my sales will I get credit for? What % will go unpaid? Once I'm given credit for a sale, can it be taken away?
- Am I on call during holidays, vacations, sick days, etc.?
- How many years until my 401k vests?
- What percentage of reps are making goal?
- What is the turnover rate?
- What is the average tenure of people in my position?
- (For managers) If my reps go on maternity leave, medical leave, or quit, does my sales goal get adjusted down to account for that?
- If my territory is split, will my growth rate requirement be reduced?
- If a tenured employee with continued good performance begins to not be able to keep up with the growth rate, what happens?
- If processing delays on Zoll's end delays discharge for a patient and they have to stay in the hospital an extra day, is there any recourse for the patient or doctor?
- What turnaround time does Zoll guarantee for patient fittings?
- What process for feedback is in place for the field? Is feedback from the field incorporated? If so, how quickly?
- If a patient's insurance doesn't cover the Lifevest, will the patient get a big bill?
- How many TMs or RMs have been in my territory over the last 5 years?
Click to expand...


I was considering a job here. Did the 1st 2 things and omg, I'm not even going onto the interview. This place sounds awful. This post saved me, thank you!
 


















anonymous said:
If you are considering a job at Zoll don't take it until you've done the following.

1. Call any rep on LinkedIn that worked for Zoll and ask the below questions.

2. Call the specific rep that had the territory before you. (and likely the 2-3 others before them.) Ask the same questions, including why they left.

3. Read Cafe Pharma. Note the consistent and detailed records of Zoll's problems documented by reps and managers.

4. During your interview, ask the below questions of the hiring manager and make a point to WRITE THEM DOWN in detail. Make sure they see you writing down their answers.

____________________________
Questions:
- How often will my goal go up?
- If I meet my annual goal, will I be punished by an even higher goal the following year?
- Which of my sales will I get credit for? What % will go unpaid? Once I'm given credit for a sale, can it be taken away?
- Am I on call during holidays, vacations, sick days, etc.?
- How many years until my 401k vests?
- What percentage of reps are making goal?
- What is the turnover rate?
- What is the average tenure of people in my position?
- (For managers) If my reps go on maternity leave, medical leave, or quit, does my sales goal get adjusted down to account for that?
- If my territory is split, will my growth rate requirement be reduced?
- If a tenured employee with continued good performance begins to not be able to keep up with the growth rate, what happens?
- If processing delays on Zoll's end delays discharge for a patient and they have to stay in the hospital an extra day, is there any recourse for the patient or doctor?
- What turnaround time does Zoll guarantee for patient fittings?
- What process for feedback is in place for the field? Is feedback from the field incorporated? If so, how quickly?
- If a patient's insurance doesn't cover the Lifevest, will the patient get a big bill?
- How many TMs or RMs have been in my territory over the last 5 years?
Click to expand...


WHY WASN'T THIS HERE BEFORE I TOOK THIS GOD FORSAKEN JOB??? Biggest stain on my resume ever. Man was I lied to. I read some of this stuff on CP, but couldn't imagine it was true. Too extreme to be true I thought. WRONG. It is all true. Every bit. BE WARNED. ask the above questions and get answers in writing.
 






























anonymous said:
Well said! You can also ask what percentage of TMs and RMs are at plan? What percentage of the field is around 85-90% to plan? How much can you make if you're at 90% to plan? Whar's the average tenure of TMs and RMS? Why do people tend to leave after 15-18 months?
How are quotas established? What timeframe is used to base your new annual quota calculation? What months are used to set your new quota? What percentage of growth is being acheived versus years past? Has the growth percentage decreased over the last 2 yrs? Has the quota expectation been lowered to account for the slow down in percentage growth over the last 2 yrs? Has the $800 quota growth every two weeks been the same over the past 10 yrs? How does the company account for changes in the payor landscape? How do they calculate the impact of increased payor scrutiny? What percentage of re-authorizations are being obtained vs years past? How is the company taking that into consideration when setting quita growth goals?

I can on and on, but these questions need to be asked before even considering an opportunity here. These things will not be told to you unless you ask.
Click to expand...

all very true. this is what recruiters hope you don't ask.
 






Top reasons for the highest turnover rate in the industry:

-Quota system and growth percentage is not realistic
-Regional markets differ. Not all territories are created equally nor do they have equal opportunity, but every territory gets the same quota growth every 2 weeks. That worked 5 years ago, perhaps time for a change? Definition for insanity is?
-Stubborn engineers in sales ops that don't know when to change course.
-VPs have no power to change the mindset of senior leadership. The one great leader that tried got fired. The next one lasted 2 months unitl he figured out he really didn't have the power to change anything.
-ADs have little power despite their willingness to create change. Some are too scared to push and just roll shit downhill and create more micro-management.
-Expense report system is the worst in the industry. TMs have to finance the company at the mercy of accounts payable making our lives miserable waiting to get the $5k credit card bills paid. Why don't they reimbursing us for the interest? RMs want more activities, but why should we carry the interest charges while there are so many delays and hoops you have to jump through?
-The field cannot control revenue. We bring the order growth and everything else is out of our control.
-Negative adjustments
-Skeleton crew of managed care reps
-Exception team and billing processes that negatively impact the field's ability to book revenue. We are paid on revenue which is the one thing we cannot control.
-Intake woes
-Marketing dept that does nothing other than a vacation planner to keep track of physician vacation schedule. Brilliant group!
-Crappy honorarium fee for speakers
-no real vacation. If you can actually afford a vacation working here, how can you actually go away and let your territory crash while you're enjoying family time?
- I can go on and on, but you get the piont. This place is terrible. Don't come here.
 






anonymous said:
Top reasons for the highest turnover rate in the industry:

-Quota system and growth percentage is not realistic
-Regional markets differ. Not all territories are created equally nor do they have equal opportunity, but every territory gets the same quota growth every 2 weeks. That worked 5 years ago, perhaps time for a change? Definition for insanity is?
-Stubborn engineers in sales ops that don't know when to change course.
-VPs have no power to change the mindset of senior leadership. The one great leader that tried got fired. The next one lasted 2 months unitl he figured out he really didn't have the power to change anything.
-ADs have little power despite their willingness to create change. Some are too scared to push and just roll shit downhill and create more micro-management.
-Expense report system is the worst in the industry. TMs have to finance the company at the mercy of accounts payable making our lives miserable waiting to get the $5k credit card bills paid. Why don't they reimbursing us for the interest? RMs want more activities, but why should we carry the interest charges while there are so many delays and hoops you have to jump through?
-The field cannot control revenue. We bring the order growth and everything else is out of our control.
-Negative adjustments
-Skeleton crew of managed care reps
-Exception team and billing processes that negatively impact the field's ability to book revenue. We are paid on revenue which is the one thing we cannot control.
-Intake woes
-Marketing dept that does nothing other than a vacation planner to keep track of physician vacation schedule. Brilliant group!
-Crappy honorarium fee for speakers
-no real vacation. If you can actually afford a vacation working here, how can you actually go away and let your territory crash while you're enjoying family time?
- I can go on and on, but you get the piont. This place is terrible. Don't come here.
Click to expand...
 






anonymous said:
Top reasons for the highest turnover rate in the industry:

-Quota system and growth percentage is not realistic
-Regional markets differ. Not all territories are created equally nor do they have equal opportunity, but every territory gets the same quota growth every 2 weeks. That worked 5 years ago, perhaps time for a change? Definition for insanity is?
-Stubborn engineers in sales ops that don't know when to change course.
-VPs have no power to change the mindset of senior leadership. The one great leader that tried got fired. The next one lasted 2 months unitl he figured out he really didn't have the power to change anything.
-ADs have little power despite their willingness to create change. Some are too scared to push and just roll shit downhill and create more micro-management.
-Expense report system is the worst in the industry. TMs have to finance the company at the mercy of accounts payable making our lives miserable waiting to get the $5k credit card bills paid. Why don't they reimbursing us for the interest? RMs want more activities, but why should we carry the interest charges while there are so many delays and hoops you have to jump through?
-The field cannot control revenue. We bring the order growth and everything else is out of our control.
-Negative adjustments
-Skeleton crew of managed care reps
-Exception team and billing processes that negatively impact the field's ability to book revenue. We are paid on revenue which is the one thing we cannot control.
-Intake woes
-Marketing dept that does nothing other than a vacation planner to keep track of physician vacation schedule. Brilliant group!
-Crappy honorarium fee for speakers
-no real vacation. If you can actually afford a vacation working here, how can you actually go away and let your territory crash while you're enjoying family time?
- I can go on and on, but you get the piont. This place is terrible. Don't come here.
Click to expand...
 






anonymous said:
Top reasons for the highest turnover rate in the industry:

-Quota system and growth percentage is not realistic
-Regional markets differ. Not all territories are created equally nor do they have equal opportunity, but every territory gets the same quota growth every 2 weeks. That worked 5 years ago, perhaps time for a change? Definition for insanity is?
-Stubborn engineers in sales ops that don't know when to change course.
-VPs have no power to change the mindset of senior leadership. The one great leader that tried got fired. The next one lasted 2 months unitl he figured out he really didn't have the power to change anything.
-ADs have little power despite their willingness to create change. Some are too scared to push and just roll shit downhill and create more micro-management.
-Expense report system is the worst in the industry. TMs have to finance the company at the mercy of accounts payable making our lives miserable waiting to get the $5k credit card bills paid. Why don't they reimbursing us for the interest? RMs want more activities, but why should we carry the interest charges while there are so many delays and hoops you have to jump through?
-The field cannot control revenue. We bring the order growth and everything else is out of our control.
-Negative adjustments
-Skeleton crew of managed care reps
-Exception team and billing processes that negatively impact the field's ability to book revenue. We are paid on revenue which is the one thing we cannot control.
-Intake woes
-Marketing dept that does nothing other than a vacation planner to keep track of physician vacation schedule. Brilliant group!
-Crappy honorarium fee for speakers
-no real vacation. If you can actually afford a vacation working here, how can you actually go away and let your territory crash while you're enjoying family time?
- I can go on and on, but you get the piont. This place is terrible. Don't come here.
Click to expand...
 












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