Qualtrics reviews

Waaaay oversell roles. If you get an offer, make sure you know EXACTLY what your role is. Managers are ex-consultants. They're smart people (not as smart as they think they are), but they aren't people leaders. They are great individual contributors who think they know how to lead. No yearly raises. You read that right - NO YEARLY RAISES - Not even to keep up with cost of living. You should assume whatever role you come into you are going to keep that salary for several years. The only way you get increased compensation is to promote, and there are set timelines around promotion - it doesn't matter what you do, only how long you have been in role. Comp and benefits are pretty decent for Utah, but they don't compete with outside of Utah offers. One person makes a huge difference in your hiring and promotion. If you have a champion here you'll get pushed forward very quickly. If you don't, or the executive over your branch doesn't love you, prepare to be in for the long haul. There's a lot of focus on things that don't drive results (if you organize a team outing, or have a focus group on emergent issues etc). If you are willing to smile and be "customer obsessed" and "scrappy" Read: Panic when something goes wrong. Then you do well. You advance much faster externally than you will internally. For example, if you want to be a manager (lvl 5 - ask about levels when you come in, that's what matters, not job title) the best route is to do 3 years at another company, then an MBA (or 2-3 years at one of their chosen companies) then come in as a manager. You will NEVER get there in that amount of time working your way up. If you're looking for a job right out of college, this is a good one. Come in, get 3 years of experience under your belt, but DEFINITELY leave after that. There is only ONE non-sales manager who has been promoted to that level internally. Leverage the quick start they give you into a top tier MBA or a management role within another company.

- The yearly conference that Qualtrics hosts can get a little out of hand. Mid-level managers don't sleep for a week or two in order to get everything done. As you can imagine that makes life fun for everyone. Despite having done this at scale for 4 or 5 years now, we can't seem to get it done without some serious fatigue. - Cross departmental communication about product updates can be frustrating. Code push cadence is unclear and while major changes are announced, lots of little "surprises" show up that can make sales, support, and operations scramble. - Increasingly bloated C-level. CEO and COO have a combined 20 direct reports. - The above is indicative of a manager culture that from the top-down discourages delegation and can have a tendency to encourage micromanagement. - C-level is increasingly vocal in partisian political causes.