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Continental Battery Systems

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Incredible company - Anonymous employee Continental Battery Systems Employee Review

5.0
5 Feb 2016
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

There are countless pros that come along with working at Battery Systems. "Genuine" is the first that comes to mind. Battery Systems genuinely cares about all employees beginning with upper management down to branch level. Employee safety is their number one concern and take it very seriously, which resonates well with the guys I'm around. Battery Systems offers competitive pay structures and multiple opportunities for employees of any level to make extra cash, if you're willing to put in the extra work. We have a great relationship with our Regional Manager and he does a great job of not only leading, but ensuring the values of the company (safety, family, positive relationships, etc) are always a part of a day's work. I truly appreciate the opportunity this company gives, to not only continuously learn, but helps those around learn and grow. The autonomy that's given to each, to be successful, with the help of management when needed, is extremely refreshing.

Cons

There are not a lot of negative things to say about this company. My only frustration comes from lack of communication regarding the advancement of our career. It's not well communicated what we need to accomplish in order to move up the ranks. Obviously hard work/success are a large part of the formula, but it would beneficial to pinpoint certain areas that are needed/improved upon to help guide us in the right direction. For example, communicating if District Managers are now going to be a company-wide opportunity and if so, what it requires to be considered for that type of position.

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Continental Battery Systems Response
10y
Thank you for the feedback! I am glad to know that you are enjoying working with Battery Systems, and I really appreciate your comments regarding advancement! Are you ready to preach this in our leadership training, because this is one of the items that we just reviewed? :) We post our open positions internally as well as externally so that every employee has the opportunity to see what is posted, as well as the requirements for each position. While we currently have not published formal growth tracks, we generally see people growing toward sales excellence, administrative excellence, or leadership excellence, with our highest performers having a winning combination of these in action. We ask our leaders to assist every employee in generating specific goals and to use the job description as a springboard to move employees in a growth track interesting to them. Also, toward your advice to management, yes! Added responsibility and stretch goals peak interest for those that grow (and reveal those that aren’t as interested in growth). This is a tool that has been actively commended to every leader through a simple weekly process; it sounds as though yours is still coming on line. Regarding your question on District Managers, there is no formal plan to add more layers of management, but as the company adds locations and adds sales volume in current locations (which increase the opportunity to add personnel) growth opportunities increase (usually associated with relocation). Please give me a call if you would like to discuss this in more detail, to provide your detailed suggestions, or to work on a personal growth track together. Best Regards, Todd Scott Director of HR

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Pros

Growth is at forefront Multiple distribution locations

Cons

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1.0
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Pros

Strict no overtime policy resulted in consistent work schedules and work life balance. Gained valuable skills and maintained inventory accuracy with the WMS. Developed strong attention to detail due to the high accuracy needed for the job.

Cons

Denied combined cost of living and performance increase based on a single day of lateness, resulting in a corrective action report. Company handbook specifies that any corrective action prevents receiving either increase. Disconnected corporate structure and poor communication from main office. Branch mostly left unsupervised but held to unclear standards without training. High turnover due to management unwilling to pay living wage, causing difficulty hiring and retaining staff, especially in higher cost areas. Company focus on short-term 'resilience training' shifts the burden of burnout to employees, rather than addressing systemic issues like unlivable wages and profit-driven management practices.

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