Work life balance - Automotive Technician Zeigler Auto Group Employee Review

5.0
3 Nov 2025
Recommend
CEO approval
Business outlook

Pros

This place really does value a true work life balance. I've found myself in situations where I needed to pick up my kids or take them to doctors appointments, and management was always understanding and very supportive of my situation. This is something rare in the automotive industry. I'm so glad to have found that here.

Cons

I don't really consider this a con, just sometimes things don't pan your way. If you're hours a low for the week l. They give you pdi and the end of the day. Meaning if you worked 8 hours already but didn't get to 8 hours booked. Them you would have to stay late to maybe get 8 hours. However that all depends on how hard you work during working hours.

Explore other reviews about Zeigler Auto Group

5.0
2 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Great culture and education for their teams. It is life changing for those who do their very best with lots of opportunities to advance in the future. They truly believe in you.

Cons

There needs to be more stores in Indiana.

2.0
3 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Great company for starting your Service Advisor Career. Culture is high tier, most everyone is very friendly and willing to help you learn and succeed regardless if your success is to their benefit. Internal recognition is a huge part of the culture here and feels very rewarding. Although this is a huge dealer group, the feel of each location is very local and tailored, and there is no "corporate bureaucracy" to deal with at any level.

Cons

Upper management/corporate management is woefully profit focused, and that attitude trickles down. Middle management or location management is often spread too thin and/or too entrenched in their ways to address the policies, attitudes, and people that are an anchor to the companies' success. While some areas have incredible managers with a huge capacity to help their departments succeed; other managers can turn a total blind eye to the problems in their department that in turn ruin opportunities for success for their peers. Change is only fast when the effect on the bottom line is obvious. Change to the recurring issues that don't have an immediate effect on the bottom line are ignored, making it impossible to know what the actual standard for performance here really is.

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