Relias reviews

Subpar salary and subpar culture, can lead to anxiety and lack of desire to deliver value to the company. Would rather be at a company at which I feel inspired and want to grow professionally.

Pay is below market, and the “good benefits” do not fully make up for it. The company did away with merit increases years ago, and everyone now gets a flat 3% raise once per year, assuming you did not get a promotion in the last 12 months in which case it's 'included' and you do not receive merit that year. Spot bonuses are frequently voiced by HR to bridge the gap but then they deny almost any request that gets put through, and even if you do manage to get one, it’s only "up to" $500 and good luck getting more than one in a given year. It was stated that salary bands would be revisited periodically to adjust for changes in the marketplace but it's been years since there has been any communication on that front and certainly no changes or updates. Layoffs and restructures happen so frequently that no one feels secure. Managers often have no say in who’s cut, so even high performers can be laid off arbitrarily which only causes more burden to fall on the remaining top performers. Often times, employees are let go that are the only SMEs for a given product or process leaving the rest of the company scrambling and going through fire drills when we need to inevitably revisit something in that area for a potential sale. The majority of executive leadership team are in their first C-suite role and appear to be well in over their heads. They get the same feedback on a consistent basis about constant reorgs, poor communication, and redirection on initiatives that happen far too often. Rather than taking accountability themselves, they blame ICs and front-line managers. This has created an incredibly toxic environment and most employees/managers have just stopped speaking up for fear of being targeted. This does not stop the C-Suite from blaming their leadership teams for not being more transparent about the 'changes.' One of their most favorite strategies is 'trickle down communication' which largely feels like a way for them to further avoid accountability and only dilutes or causes timing issues with messaging. To make matters worse, the C-suite has developed a bad case of “shiny object syndrome.” They constantly chase new initiatives before finishing or evaluating the last ones. There’s no real discipline around retrospectives or postmortems, so the same mistakes are repeated over and over. Most recently, leadership has directed departments to look for ways to replace staff with AI despite having no meaningful experience or infrastructure for implementing it effectively. It’s a short-sighted and demoralizing approach that perfectly sums up the current state of leadership.