There is very limited vertical mobility for the individual technician within the Operations organization. A sharp technician can reach the upper limits within a relatively short time if they are ambitious. Beyond that there are few opportunities to move up into an Area Mgr type position as these slots do not open very often. There are opportunities to move out of Operations into other areas but these frequently require relocation to the Thorofare, NJ office which may not be suitable for many.
The salary structure within Operations needs to be addressed to better fit Checkpoints evolving technology. RFID is becoming evermore prevalent in retail environments. They have many Technicians who are very proficient with the RFID technology and someone with 10+ years won't be compensated any more than a Tech with the same tenure but without the RFID expertise. Compensation needs to be brought in line with skill set. Along those same lines Operations Mgmt has tolerated many marginal employees far longer than they should have. Their inability to complete projects or resolve relatively simple technical issues inevitably gets saddled onto those who can. I realize this can be an issue in almost any organization but when you have a good handful of long tenured guys (10+ yrs) whose abilities have not progressed beyond what a 2 yr employee has should be a red flag and be acted upon.
About 3 yrs ago Checkpoint Operations Mgmt implemented a new Service distribution model. The new model did away with individual geographic areas for each Technician to be responsible for. In its place now a group of Techs are responsible for a much larger geographic area. Many tasks such as call distribution were supposed to be automated so that back office people could focus on other internal things to speed billing and other functions. This system has not worked and resulted in chaos instead. It is the single biggest reason I left the Company.