Checkpoint Systems reviews

When Checkpoint set up SAP instead of hiring professionals to set up the system correctly they had people that were not developers set up the system. These people had no real SAP knowledge or software development experience so the resulting system is a SAP that does not function correctly. The systems are so poor that even when they do hire people with SAP experience they are hard pressed to succeed as the Checkpoint version is so poorly executed and managed that most of the basic functions companies invest in SAP to use, are not functioning properly. Instead of correcting these errors by allowing developers in overseas divisions correct the errors, directors in service and finance has insisted these highly experienced individuals be locked out of the Thorofare system because they do not want the shortcomings in their divisions recognized. Instead of advancing people based upon experience and education, directors advance those that will cover up their errors and hide them from auditors, internal and external. Anyone who questions these directors and tries to correct processes that do not conform to best accounting practices and damage profitability are fired. they have people in newly created management positions with no real computer skills or management education, but they receive these promotions because the directors know they will follow their orders without question, even when they do not make sense and actually hurt the companies bottom line. This is not a culture that encourages employees to be proactive in increasing profits, rather it is a culture reminiscent of old big business models that no large company I know of still follow because they concentrate salary expenses on managers that have not truly earned them in decades. I am surprised this company has not filed for bankruptcy protection again, the managers are so poor that profitability has to be greatly below what it would be.

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.