The turnover rate feels unendingly high and no one is surprised by it. There is also no action taken to prevent it. There is little to no structure for growth no matter your department. The pay (especially for the Operations department) is abysmal for the workload, importance and stress of the position. That much is agreed upon by almost every employee and has been discussed directly with management who like to preach “but it’s good for Missoula and you can travel so it stays the same.”
Travel opportunities are always fantastic. However, with only a set stipend for flights and the requirement to take personal time off, it is no wonder it does not hold a higher incentive for employees to stay to reap the benefit. While trips can be taken with family or significant others, the employee is still taking photographs and notes constantly to ensure they can provide proper information and feedback to the team upon their return (a requirement in training and blog form); therefore they are working.
For those who have stayed for over 5 years (the select few) in the sales department, there is an unwillingness to adapt to change and more importantly a superiority complex that likes to look down upon any newer sales person and even the operations or administrative departments. The concept of a sales “team” is far beyond the truth, especially with the lack of any proper team incentives or benefits.
At the end of the day, great friends can not convince someone to stay in a low paying, high stress position where no matter the feedback to management, the CEO reigns supreme and will make decisions on growth and technology that only better his ego rather than his company.