Six Flags Compagnie réclamée
Six Flags (1961) Entertainment Corporation is the world’s largest regional theme park company headquartered in Grand Prairie. Lire la suite
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Six Flags has no compass. They change CEO and leadership so often that no effective change has the ability to set in. Every few years, another hostile shareholder takes over the company and bleeds the company dry for the shareholders in lieu of developing the organization for future growth.
Quelle est la meilleure partie de votre programme de rémunération?
The health and employee stock programs are quite competitive. The company relies on this messaging when hiring because the salaries are low, stress is high, and the work load is extreme.
Qu’avez-vous le plus aimé du procédé d’entretien?
Been with the company too long to recall my interview, however, over the years the process has become so complicated for some positions just to learn the salary is not to par.
De quoi l’équipe de direction a-t-elle besoin pour s’améliorer?
Park leadership teams are so busy worrying about corporate goals and are so understaffed and underfunded that they are unable to run an effective operation. Parks are incapable of recruiting strong talent to senior leadership roles due to salary restrictions.
Qu’est-ce qui ne va pas et comment cela peut-il être amélioré?
Six Flags only cares about shareholder value. The board is made up of non-entertainment or hospitality experts. When CEOs are replaced, they bring in non-theme park leadership teams. Get back to basics and operate theme parks. The money will come.
Quelles sont les meilleures choses à propos de votre équipe?
Most of the leadership teams are inexperienced at operating businesses, as the only exposure has been within the organization itself. Poor leadership begets poor leadership. My specific team is younger and more eager to learn from external factors, but we face resistance when trying to implement.
Que faut-il changer pour améliorer la culture de l’entreprise?
Alike most 500Inc companies, Six Flags needs to develop a people-first priority. Concentrate on what makes the guest and employee happy and they will see revenue increase. Secondly, invest within the company. Parks are rundown and rides are too often down for repair. Stop worrying about SHV.
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