Ministry Brands – The ELT/SLT members change too frequently to keep up with. Growth through acquisition has been the norm, without long term planning for how the acquisitions will benefit clients. Information is often lost between the staff and system changes. People feel loyalty to their immediate teams and managers | Comparably

Ministry Brands – The ELT/SLT members change too frequently to keep up with. Growth through acquisition has been the norm, without long term planning for how the acquisitions will benefit clients. Information is often lost between the staff and system changes. People feel loyalty to their immediate teams and managers

Ministry Brands Claimed Company
Ministry Brands is a leading provider of SaaS operational management systems, payments platforms, digital engagement tools and background screening solutions for faith-based, non-profit, and for-profit organizations. We serve more than 95,000 customers as a trusted partner in digital transformation and enablement – advancing missions, driving efficiencies, and building engaged communities for more than four decades. The diverse and real-world experiences of our team members serving their communities makes us stronger together and enhances our ability to advance digital transformation for the greater good. read more
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EMPLOYEE
PARTICIPANTS
546
TOTAL
RATINGS
15844

The ELT/SLT members change too frequently to keep up with. Growth through acquisition has been the norm, without long term planning for how the acquisitions will benefit clients. Information is often lost between the staff and system changes. People feel loyalty to their immediate teams and managers

Briefly describe your overall experience at your company

a mixed bag based on who's in leadership. Overall, good and enjoyable coworkers, slow and outdated processes and reliance on manual processes vs. automation, and slow progress on addressing the big issues (like unified Salesforce, and a unified Billing system)

What are some of the best things about your team?

Everyone is willing to collaborate, and so far no one has been combative or territorial

What do you like best about the leadership team?

They communicate more clearly than previous ELT's that we've had, in terms of company goals and trajectory

What is most positive about the culture and environment at your company?

we attract a lot of people who really care about the work, and that can be contagious in a good way

What is the best part about your compensation package?

the unlimited time off, although I wish that the company would be more transparent about the fact that if you take more than a month, you'll need to provide additional justification and will receive questions from your manager

What are some of the best things about your team?

I really like my immediate team, I just wish we had a chance to get together in person. They're really personable, and some of them are exceptionally passionate about their jobs, and it's exciting to be around that.

What is the best part about your compensation package?

the unlimited time off, although it's concerning to know that employees who take over a certain amount are flagged by HR for review. It seems like an unspoken limit exists. It would be helpful if that was more transparent

What does the leadership team need to get better at?

Hire executives based on qualifications rather than on network connections (there's a lot of former ADP hires, and it seems like clique). Communicate more care for the genuine flourishing of the Church, not so much on profit. Communicate a vision beyond profit.

What needs to change to make the company culture better?

Implementing some sort of company wide system to share positive client feedback and success stories. Also, more coordinated efforts to create a unified remote culture. Ex: coordinating mixers via Zoom, encouraging interest-specific Teams chats (gaming, pets, hiking, etc), Zoom trivia events, etc.

What's going wrong and how can it be improved?

Efforts and feedback seem to be insufficient to change any of the dysfunctional systems that exist (the credit approval system, billing systems, sales workflows). Leadership says to lead by example, but when that consistently doesn't produce results, it's disincentivizing to try and encourage change

What's going wrong and how can it be improved?

now that I work remote rather than in an office, I feel the lack of connection and community. There's also been so much turnover in leadership that I've lost a lot of the connections and trust that I spent years building up, and some of the new leadership is dismissive of my experience and expertise

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