Yearly raises and good PTO, but challenging work environment - Relationship repair specialist DISH Employee Review

2.0
28 May 2026
Recommend
CEO approval
Business outlook

Pros

-Yearly raise based off performance -Good PTO

Cons

-Back to back calls -Overseas agents mess up accounts and escalation department has to fix said issues -Awful and racist customers -Micromanaging -Keeps implementing useless AI tools that make your job harder to please stockholders

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DISH Response
8h
It is wonderful to hear that our paid time off structure and performance-based yearly raises have provided a positive benefit to your employment experience. We appreciate you highlighting these aspects of our rewards program. We are also deeply concerned to learn about the challenges you faced regarding the call volume intensity, management style, and especially the unacceptable behavior from customers. Providing a supportive, inclusive, and respectful environment is something we take very seriously. While we continuously implement new tools and processes to evolve our business, your feedback regarding how these changes impact the daily workflow is incredibly valuable as we work to improve the daily operations for our team members. We would love to have an opportunity to better understand your situation, so please feel free to reach out to peopleoperations@dish.com to discuss your experiences further.

Explore other reviews about DISH

5.0
15 July 2025
Recommend
CEO approval
Business outlook

Pros

Good team environment to work.

Cons

Work type was onsite 5 days.

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DISH Response
10mo
We're thrilled to hear you enjoyed the team environment! We truly value collaboration and a supportive atmosphere. We understand that 5-day onsite work might not be ideal for everyone. We're always evaluating our work models to find the best balance for our teams and business needs. Thanks for your feedback!
3.0
15 May 2026
Recommend
CEO approval
Business outlook

Pros

Good middle management and compensation. Lots of opportunities to learn from plenty of smart people.

Cons

Disclaimer -This is all water cooler hearsay and opinion. During the two years I was there the bill came due on being penny wise and dollar dumb over the years. A great example is Sling. Dish beat basically everyone to market but Netflix with streaming and was the first platform to offer live TV via stream (which YouTube TV still uses as a selling point). What happened? Dish paid the original engineers to build it and then balked at paying them to document and maintain it. Same deal with the cyber security team. After years of expecting security engineers to do exceptional work shorthanded for middling compensation eventually they had none. It was all put on the security manager, who had a heart attack after repeatedly requesting support. He understandably did not return. Not much later one of the core systems was ransomed, and the company fell out of the fortune 500. Despite being in the middle of dealing with the consequences of those decisions leadership was doing it all again with the mobile network build out.

1
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DISH Response
2w
Hearing that you found value in our middle management and compensation, as well as the chance to learn from the talented individuals on our teams, is encouraging. We appreciate you recognizing those aspects of your time with us. On the other hand, the historical context and concerns you shared regarding executive decision-making, infrastructure maintenance, and resource allocation are deeply concerning. Maintaining a stable, secure, and well-supported environment for our workforce is of the utmost importance, and we take feedback regarding employee well-being and operational decisions seriously. We are continually working to strengthen our operations and better support our teams across all business units. Because this review references a sensitive medical situation alongside organizational challenges, we would welcome the opportunity to hear more about your perspective. Please consider reaching out to our team directly at peopleoperations@dish.com so we can learn more.
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