Personio reviews

One of the worst things about Personio is how they portray themselves as a company. It's all marketing by a specific department. Designed for customer acquisition: "Look how hip and cool we are as a german company. Surely our culture and thus product is great". The reality is the opposite. It's toxic. People are stressed (most have rings under their eyes). And because of that: rude to each other for no reason. When building product it's "fake agile". It's essentially splitting a 6-month (sometimes 1 year) roadmap into 2 weeks sprints that waterfall. And then called scrum. This roadmap then gets "reworked" in endless meetings. Where there's always that new "Lead" who asks onboarding questions. If you're an engineer: Be prepared to work on "breaking the monolith", and delivering features on legacy code at the same time. These features were promised to customers in fancy keynotes to customers. Apple style. If you're a designer: Expect to design a lot of stuff that will just stay in Figma or Miro. Some managers will even ask to produce work just to show that design is having an impact. To show to their leads respectively. Not delivering product value, that customers so desperately ask for during feedback sessions. Because it takes ages given the legacy code. See above. For PMs: Be prepared to work with stressed teams. A third of them still onboarding because a pre-IPO company has to grow. And good ones left. Be flexible with company goals and team focus. As you'll be asked to shift priorities constantly. The CEO has this cult of personality. And he has a strong circle of "followers" within the company that don't have a life except for Personio. Instead of elevating the team in media announcements —there's always his face.

- Be more open minded that processes and criterias that works for the main market and teams do not necessarily need to work for other markets and teams depending on competitions on the market, how culture, people and laws is structured in different countries etc. - The relationship between the SDR team and AE team can be more transparent and genuine, sometimes it feels like each team is focusing more about themselves than the whole region and company which makes fragments in the collaboration, should feel like two teams that works together and not against each other - Micromanaging (not that much in my team but have heard it from other teams that decrease the motivation and trust in some individuals) - At the same time that management could improve in different ways so can the SDRs and AEs. Even if there is high criterias and targets that during periods are very hard to reach for everyone there could be more employees that put in more effort and sometimes maybe stay over in the office when needed to increase the opportunities to perform well.