Glassdoor reviews

For a company I spent last 2 years of my career working for with passion and dedication, the exit process left something to be desired. I worked as an Account Executive; when I fell below quota and voiced my concern, little to nothing was done to troubleshoot my performance. Instead I was put on a “soft” activity plan (make x number of calls, meetings, etc.), but was not told my job on the line. A month later, I was told that my last day at the company would be in 6 days. This appalled me as countless reps who have fallen below quota attainment have been put on a quarter-long plan to get them back on track. This was the standard as I had come to know it. The company I knew for the past 2 years was gone. It was a place where management had a pulse on the health of their team, making sure everyone was excited to be working there and more excited for the opportunities ahead. Now it has warped itself into a culture that takes exclusive interest in performance metrics, star performers, and working its teams to the bone with very little concern for their wellbeing. During my exit interview, HR informed me that performance plans at Glassdoor are not “policy” but a “best practice.” They (HR) told me that managers at our company have full discretion to terminate an employee if they aren’t a fit for the role and a performance plan wouldn’t have the desired effect. To say the least, this made me feel discriminated against, as I had seen this same situation (same people, same role, similar quota) treated in a different and abrupt fashion.

* Culture on the Decline - Our culture has suffered a lot recently, and I'm not sure why or how to fix it. The Fun Committee has pretty much disappeared. Monthly happy hours that used to be a blast have virtually zero attendance. It makes me sad how impersonal/automated company and department wide communications have become. * @Sales Leadership: Bluejeans Sales Huddles suck! It was way more fun and motivating when we convened in the cafe. I am guessing these measures have been taken to save time/efficiency but the result is a disjointed community and everyone is multitasking, not actually paying attention to the meetings as we would in person. This also takes away face-time with leadership that we really enjoyed! I also feel this way about the Video Company All Hands - which I’m guessing <50% of the company actually watched. I don’t think I'm the only one who STRONGLY prefers real meetings. * SMB Growth partnership with CSS on Job Ads is NOT working. We need to allow high-spending job-ads accounts to have CSMs. I want to sell my clients the product that is the right fit to help them succeed, but it is getting to a point where i am fearful to move clients from slots to ads because there is a major risk the campaigns will not launch and will not perform as they are barely managed. When growth reps are measured on MCV and selling POCs we are being set up to fail attainment-wise if the trials we sell do not even launch so we obviously can’t prove performance in a short period. Glassdoor is an amazing product when we launch and when educated CSMs are managing campaigns - please help us help our clients succeed!! * FY19 Sales Changes are a Bummer - We moved from a Bookings attainment model to Monthly Contract Value (MCV) and it has been a nightmare. Even after finally understanding how it works (far into the fiscal year, and I’m sure some people are still lost), it became apparent how flawed this model is. It is not motivating in the way Bookings was and forecasting is a headache and a half. MCV doesn’t make sense for getting promoted/switching roles or leaving the company because there is no way for reps to get credit in these situations and it's shocking that there was no foresight into this. Leadership tries to spin it as that we should do what is best for the business but at the end of the day that is an unreasonable ask - I am a sales person and am motivated by getting credit for what I sell. Please switch back to bookings in FY20! * Forecasting Mess - I know this has been mentioned in other reviews. We switched forecasting tools form Clari to Aviso which has been a struggle since Aviso doesn’t work, deals randomly fall out, notes won’t update etc. I spend 2x as long on forecasting as I used to when we used Clari. This tool was supposed to be rolled out to use at the start of FY19 (April) but it is now almost half way through the year and it is still not working. It’s hard to get excited about promises made at SKO when the result is this far off year after year. How does it take this long? * Onboarding is Not Great - important note if you are considering accepting a job at Glassdoor: our on boarding experience in growth can be a bit of a “find your own way” experience as training is geared towards new business. Luckily, people are generally really nice and happy to help, but it’s not a hand-held easy training experience last time I checked. Be ready to make your own way, start-up style... even though we are not a start-up anymore which is awkward. * Billing & Sales Ops are both ridiculously understaffed, which has a major negative impact on sales teams. Leadership/HR if you read this - please please hire more billing people!