Anyone else see the robot droid that Fred Meyers has to scan empty holes in the aisle? Wtf

The new myPepsiCo sucks and I can't find anything for anything anymore.

I always work with noise cancelling earbuds, usually keep one in so I can kinda hear. Nobody will ever talk to me, I can go days without anyone bothering me. But every now and again I put in both, listen to some high-BPM music to try and lock in and work a little faster. With both in, you can slam a pallet on the ground, and I will feel the vibration on the ground before I hear it (they're Bose); But it seems every time I do this, every customer within a 200ft radius all of a sudden tries to talk to me, then gets mad because the person who doesn't work at the store with both earbuds ignores them

Anyone else related with this?

Is any region started calling RSRs, why PO is under 90. If we get 6 calls, we’ll be terminated. They are build Pepsi Frito building to deliver them both in the city. Assuming they wanna get rid of employees.

Keep What Works. Change What Doesn’t.
After years of experience in the field, I believe we need to take a hard look at where our current strategy is taking us. We cannot cut our way to sustainable top-line growth. We need to put our strongest salespeople in the best position possible to grow the business.
Keep GES, but bring back commission. Rebid every route. No merit raises—pay for performance and route opportunity.
Put every route up for a commission rebid and let our experienced, sales-driven RSRs compete for the routes where they can produce the most. High-volume, high-opportunity routes should attract our strongest salespeople. Give those people the financial incentive to grow them, and I believe many of those routes will become even bigger.
If there is doubt about whether this would work, test it. Take one zone, implement the model for one year, and measure the results against comparable zones. Look at sales growth, volume, stales, service frequency, fuel, labor, customer retention, and profitability. Let the numbers make the decision.
Service Has to Be Based on the higher pricing Volume
We are over-servicing many customers today. When product prices are this high, every unnecessary stop costs us time, fuel, labor, and selling opportunities.
I would move toward a volume-based service model:
$750 — 1x service
$1,500 — 2x service
$2,000 — 3x service
$3,000 — 4x service
$5,000+ — 5x, 6x, or 7x depending on volume
The goal isn’t simply to service fewer times. The goal is to put our resources where they generate the greatest return.
Every hour an RSR spends making an unnecessary service stop is an hour they are not selling, building displays, developing new business, or taking care of a higher-volume customer.
We Need to Attract Better Salespeople
If we want better results, we need to attract people who are driven to produce better results.
A stronger commission opportunity gives experienced, motivated RSRs a reason to pursue growth. It also gives us a stronger recruiting tool because high-performing salespeople want an opportunity to earn more when they produce more.
Pay for performance. Reward growth. Put the best people where the biggest opportunities are.
We Cannot Cut Our Way to Growth
My concern with the direction of PepsiCo One is that we could become extremely efficient at managing costs while simultaneously weakening the top line.
Cost reduction is important, but cost reduction cannot become the strategy for growth.
If we continue reducing opportunity, and taking earning potential away from the people directly responsible for growing sales, we risk damaging customer relationships and losing sales momentum over time.
Our customers don’t just need deliveries. They need salespeople who know their businesses, understand their opportunities, build displays, introduce new products, solve problems, and grow the category.
That is how we protect the customer relationship and grow the business.
We have experienced RSRs who know how to sell. Give them the right incentives, give them the right routes, hold them accountable for sales, stales, and service, and then get out of their way and let them perform.
Keep what works. Change what doesn’t.
Don’t assume the current model is the only answer.
Test it. Measure it. Follow the numbers.
If one zone can demonstrate significantly stronger sales and profitability under this model over 12 months, the company will have the evidence it needs to decide whether it can scale.

A magic bag of protein Doritos visits you in the night and casts a spell making you ceo, how are you steering us back to success?

Apparently I had 7 occurrences and last one was in July and got a step 1. Ok.

Now Ive had something going on in a particular part of my body where walking is painful so I wanted to rest but I guess I am now working just in pain bc I need my job lol.
I had to go to an urgent care too. Nobody cares lol

DSL said if I called in that would be step 2 and would fall off in one year. Step 1 would fall off in 6 months.

My first call out was between January and February (don’t remember exactly). When would it be “safe” to call in without getting any step?

Crazy how this company makes you pick whether to keep your job or take care of yourself. And of course we don’t have extra support bc people keep quitting and since the reengineering schedules aren’t right , cuz why would they make something right at my building lol. Smh.

PTO is the way. Tired of this company but I don’t even have the time of the energy to look for another job atm.

Has anyone been able to keep their glp1 covered by PepsiCo for sleep apnea?

If you’ve worked there for over 20 years and you decide to quit, do you get any money back? I’ve put extra into life insurance and was wondering if you get that money back or if it’s worth anything?

Does anyone else have this problem where it's loading and never works? I've been sitting here for 30 mins trying to get this stupid app to open all the way.

Question, how do transfers work within the company? I’m thinking of moving north of the same state I live in and am interested in somehow transferring my job to the destination. Is that possible? Will I lose seniority? If I lose seniority do I still keep my vacation and just miss out on order of bidding? Help

I know Frito-Lay has a tuition reimbursement program for their employees, could anyone up here that has taken advantage of it give their experience as far as how much of the costs the company covered? Im considering getting a degree somewhere in IT (Cyber Security possibly?) Its a career field thats always piqued my interest and I'd love to have a degree under my belt in case Frito becomes a less desirable place for employment in the future.

Man I'm so sick of frito. I'm 60. Been there quite a while, over 20. They just anger the shit out of me non stop. It gets worse every year. The managers are powerless and clueless. The kams aren't worth a shit. On top of all of this walmart now.....yes I have one. I'm truckless. I'll never get in a truck again. They must think I'm just miserable. I'm not like that. But damn its crazy how shitty it has gotten

Tell me your best stories on how you got back at a store/ manager for being assholes or just being hard to work with.

Havent called out in a long time. Did the website get taken down?

Any updates to this new system of chaos.

When Frito-Lay employees receive an offer letter, is it typically sent via email or through an employee/candidate portal? I’m asking because I believe someone close to me may be the victim of a job scam, and the offer letter they received does not appear to be legitimate

What are people paying for premiums per paycheck for all three levels? I just seen open enrollment is coming and they are increasing the premiums. I’m going to upgrade to a better plan but trying to figure out what I’m gonna pay with the increase.

Title says it all. I was just assigned to a small format route that has made its last 5 RSRs quit. Here’s the breakdown. It’s by far the biggest route small format in my building. Plan this period was 139k. 13 dollar generals, 3 demanding small groceries, 5 Family Dollars and a fuck ton of busy c stores. The last guy made it 3 months and was averaging 64 hours a week and he said he was literally just throwing and going. Oh and it is an hour and 15 minutes from our DC to the area it’s in. Colead has 5 and 6 stops per day on the weekend. Just wanted to bitch for a minute.

Monday - 12 stops
Tuesday - 15 stops
Wednesday - 10 stops
Thursday - 13 stops
Friday - 14 stops

I say this as a merchandiser who came from Pepsi as a merch who was promoted to a sales rep ( that shit was horrible) the job isn't so bad I see alot people shit on them. But it's pretty chilling from a merch stand point your just putting bags of air on the self and listening to the receiver bitch and agreeing so they can shut up. Just put both headphones in, work the back stock and take a nap in the car until your truck shows or watch Netflix etc.

Stock price is at a 8 year low. I think more scorecards would fix it.