The Northern California team I was a part of had many problems. Mostly it was the egos from the other team members and their inability to share their knowledge with the new comers or their other coworkers who where not part of the "in crowd. I found it hard to believe that this team was even successful, but then again it's not like any of the team members where actually friends.
Pros traveling. Cons low pay, unorganized travel agent, poor management, poor training, no paid time off. By far the best and most enjoyable job I've had to date! Management and co-workers were awesome with the exception of the Medical division which soured me quickly to the whole company.
On the Supply division, the management team allowed you to be the grown up you are and allowed you to do the job you were asked to do without any interference; only support if you needed it. They listened to your feedback and acted accordingly. Pros being allowed to do your own job without much management supervision. Cons the medical side leaves alot to be desired in that area and needs new blood.
Advancement is a little tough with senior positions exclusively filled externally. Work life balance doesn't exist for field personnel. No clear promotion path with "manager's discretion" being the goal to achieve and that's ever changing. Pros Travel points, some amazing peers. Watch your back. The culture is based around backstabbing and false statements. Constantly changing requirements and inconsistent policy and procedures. Temp assignments OK; very short-term.
Good assignments for in-between assignments, etc. I do deal with Medical Equipment's recently and I do travel 90 percent to most of the Hospitals in California. The work was very rewarding and the customers and co-workers were fantastic. Management was uneven and disconnected and were prone to micromanagement. Good company to work for. A typical work week includes a lot of traveling and new experiences every day. Pros Bonuses, PTO, traveling. Cons Traveling. Just depends on how much work there is, work till the job is done. Answered Jan 21, Some days can be long other than that normal 8 Answered Oct 6, If you were in charge, what would you do to make BD a better place to work?
Hold everyone, management included, accountable for mistakes instead of passing them off to the people under you, to make yourself look better to corporate office Answered Apr 14, Get rid of the bosses who don't like honest answers Answered Jan 12, Be fair, equal To both men and women , and respectful to anybody that works in or for the company. Favoritism should not be tolerated.
Answered Jul 23, FIRE the ones in charge! Answered Jul 9, What benefits does BD offer? How often do raises occur at BD? Raises have historically been keeping up with the increase cost of living. More recently, the raises have been cut with excuses of poor plant performance as the cause. BD made 15 billion last year, and they are doing their best to not give anybody except upper management a piece of the pie. Turnover is at massive levels and they cant get anyone to accept offers unless they are a recent graduate without any experience.
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Current employees are mostly one of two flavors - high seniority abused people that are too far invested to leave, or new employees that have years. In structuring the program, the Compensation Committee considered market comparison information provided by Towers Perrin regarding executive compensation practices generally and at selected peer companies.
The key compensation elements selected by the Compensation Committee include:. The Compensation Committee believes that this combination of salary, cash incentive and equity-based compensation is appropriate to provide a competitive compensation package to our executives based on prevailing market practices. At the same time, by including the PIP and awards of Performance Units and SARs in the program, the Compensation Committee has tied a significant portion of target compensation to performance, which the Compensation Committee believes supports our pay-for-performance philosophy and the achievement of our strategic goals.
While no specific formula is used to determine the allocation between performance-based and fixed compensation, this emphasis on pay-for-performance resulted in performance-based compensation representing the largest portion of the total target compensation meaning salary, PIP and equity-based compensation of the named executive officers in fiscal year In addition, the inclusion of equity-based compensation in our program serves to align the interests of the named executive officers with those of our shareholders and promote executive retention.
The Compensation Committee also reviews other elements of executive compensation, including retirement benefits, perquisites and change of control arrangements, on a regular basis. Each of these is discussed below.
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The use of market comparison data. The Comparison Group. This review is done with respect to both the structure of our executive compensation program and target compensation. The peer group used by the Compensation Committee consists of 17 companies that we believe we compete with for executive talent. Information on the pay practices of the Comparison Group is provided by Towers Perrin to the extent such information is available. Compensation Structure and Targets. Towers Perrin conducts an annual comparison of our executive compensation structure and practices to those of the Comparison Group.
This review covers several aspects of our program, including compensation elements, pay targets and performance measures. Market comparison data is also used in setting compensation target levels for each of the key elements of our program salary, cash incentive and equity-based compensation and for the combined total of these elements. For each of the key elements, the Compensation Committee seeks to determine the prevailing competitive range of target compensation based on publicly-available information and the advice of Towers Perrin, with the mid-point of the range being the 50th percentile of the Comparison Group.
The Committee then. Setting compensation targets based on market comparison data is intended to ensure that our compensation practices are competitive in terms of attracting and retaining executive talent. Because each compensation element is targeted to be within a competitive range based on available data, compensation decisions made with respect to one element of compensation do not affect decisions made with respect to other compensation elements.
It is also for this reason that no specific formula is used to determine the allocation between cash and equity-based compensation. The tally sheet also shows holdings of BD common stock and accumulated unrealized gains under prior equity-based compensation awards. The role of individual goals. Individual goals are set each year for the named executive officers.
These include financial, organizational and operational objectives that are tied to our business plan and overall strategy. This enables the Compensation Committee to differentiate among executives and emphasize the link between personal performance and compensation. The key elements of our executive compensation program. As was stated earlier, the key elements of our compensation program are salary, an annual cash incentive under our PIP, and long-term equity-based compensation awards. Base salary.
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Cohen and John R. Considine of 3. These increases were made to maintain market competitiveness based on available market comparison data, and were at rates consistent with salary rate increases at BD generally. In addition, the annual salaries of Vincent A. Forlenza and William A. These increases were intended to more closely align the salaries of Messrs. Forlenza and Kozy with that of Mr. Cohen in connection with an internal restructuring, and also to.
As part of this restructuring, the roles of Messrs.