Atlassian reviews

- No product vision, product managers who do not have any clarity how to do product management. They do not even produce a product spec, they write two lines as requirements in a tool that they want engineering to elaborate on. So engineers feel they are doing product management along with engineering. - Engineering leaders mostly bully their subordinates and set unrealistic goals that are committed at TEAM conferences and teams are asked to chase them by any means. So they tend to be overworked and burnt out. - Engineers are not very skilled and they hide their inefficiencies in the name of bad leadership and culture. They do not take any accountability, to the extent that goals such as writing unit tests for their code and ensuring atleast 90% code coverage have to be explicitly specified. They are slow and hide under the garb of bad leadership. Goals are so shallow and engineers need a lot of spoon feeding and lack quality delivery. - Very difficult for a new joiner to adapt and settle in especially in a remote setup. The engineers hate the managers and the manager has to come in when trust is at an all time low and leadership are always intimidating the engineers. Its not easy for a middle manager to come in and survive. - Leadership indulges in appeasement culture rather than setting a clear tone. Straddling every week into different worlds is a mess for employee culture. You speak of being employee friendly and how not to get burnt out one day and then do the opposite the other day by setting very stringent delivery timelines to improve productivity and execution. - To much paper work for Managers esp with quarterly planning, APEX. Need to collate a lot of data to make engineers meet expectations and also work with them to update documents and ensure they maintain a history of their work. So most times you are not doing any engineering stuff. - Engineers conveniently blame the manager for all their inefficiencies and management is quick to lap on it so that they come across as employee friendly. There is no scrutiny or understanding of how things have unfolded in a team. Leadership uses a one size fits all approach to evaluate team health without any context of the past. - Hire and Fire policy culture, too many people leaving and too many people joining who are new, so there is no cultural identity in the organization. Teams have had 5 managers in one year.

- Meta & Microsoft hires brought hire / fire culture to Atlassian - PIP quotas to be filled every 6 months. People will be PIP-ed without solid reason. - Once PIP-ed, the only option is to move out. Not seen or heard someone "passing" the PIP. - If you're in the bad books of the management, you'll be out in no time. - Stack ranking is real. This pits colleagues against one another, thereby sinking team morale. - A consequence of stack ranking - a colleague will "offer help" only if it looks good on their performance reviews. There were instances were "offering help" was recorded as "stepping in when the other person was struggling". - So, if someone is nice or trying to be helpful, be suspicious of their intentions. They might project it as if they've stepped in to do your work & they're more likely to paint a picture as if you're someone struggling to complete your task.