Questions and Answers about CBIZ

Here's what people have asked and answered about working for and interviewing at CBIZ.

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  • What is the work environment and culture like?
  • How are the working hours?
  • What are some tips for doing well in the interview?

13 questions

Long hours, screaming supervisors (both on the phone and in person, in front of the rest of the office), tiny raises and denial of requests for training classes, either via reimbursement or, heaven forbid, actually TAKING TIME FROM A WORK DAY to learn or to take necessary tests. No back up and it was very hard to be frequently thrown under the bus by producers for their promises to their clients.

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Very disjointed. Some offices seemed like very nice places to work and others were stressful dictatorships. No unity among offices.

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2-3 weeks for the total process. Interviews are generally limited to the shareholders.

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A phone interview, in person with head of sales, Skype with SVP in New Yor.

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They were good.

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Supposedly annually, but they will often be skipped. We were told that 2% was the most raise we should ever expect, regardless of excellent performance and exponential growth of the individual division. If employees leave, you will have to take on part of their work without additional compensation. They will not be replaced.

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I believe CBIZ will continue to grow and prosper

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Typical, medical, dental, vision, 401k

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Regarding my coding experience.

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Unite the offices. Have similar training, goals, practices, etc. at each office. Take the best from the offices and discard the trite, the unnecessary, the unfair and replace with best practices. You have many companies integrated into CBIZ. Why not take advantage of what you can learn?

Have training approved by corporate, not by individual office supervisors, to avoid favoritism and nepotism. Each employee should have a growth and advancement plan.

Distribute raises via S.M.A.R.T. (specific (specified WELL IN ADVANCE of the review), measurable, attainable (and not based upon another's work or lack thereof), relevant and timely) measures, rather than vague measures that have little to do with the goals stated at the beginning of or during the review term, favoritism or a single event . Raises should also not be based upon the performance of the company as a whole, but upon each division's performance. If raises cannot be given to rank and file, then there should not be obvious raises given to producers or management. If raises are impossible, give additional days off or work-from-home days for employees deserving of raises, if indeed a pay raise is impossible.

There are ways to build employee loyalty that are not being explored. As CBIZ pay is below market average in many markets, more should be done to encourage employee retention.

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