Cultural shifts in recent years have changed the tone of the company. It used to feel values-driven and collaborative, but that’s been harder to see lately. The values that attracted many of us have eroded as new executives (largely ex‑Paychex) reshaped policies. Recent moves include ending most equity grants and forcing the largest org back to the office — both framed as “business as usual,” even though ~40 % of employees were remote long before.
Reorganizations, leadership turnover, and policy changes (like changes to remote work and compensation) have taken a toll on transparency and morale. Departments have been reorganized so often that team bonds are shallow and knowledge gets lost. Collaboration once felt natural; now it feels transactional.
Leadership in some departments lacks emotional intelligence and the ability to coach effectively. Communication and feedback can feel more discouraging than constructive. Too much power rests with individual managers. Feedback can be overwhelmingly negative and highly process‑focused, with little true coaching. Your rating (and remaining equity) often hinges on personal chemistry rather than results.
Internal mobility and career development feel more like buzzwords than actual practice — opportunities can be hard to come by unless you’re in the right circles. Stretch projects and clear goals are scarce. Internal roles get posted, but serious consideration often ends after the first conversation unless you already have the right sponsor.
Performance reviews use a three‑point scale where “meets” is the ceiling for most, capping raises around 3 % — below COL, and now without RSUs. Meanwhile, Sales enjoys headcount splurges and lavish President’s Club trips.
Some teams are overburdened with competing priorities and unclear direction, making it difficult to focus or succeed. Roles disappear without acknowledgment, eroding trust and adding hidden workload to the survivors.
