Yext reviews

Leadership lacks direction and ethics in handling employee situations. I want to acknowledge that I was recently let go, so my perspective may carry some bias. That said, here’s an honest account of my experience: I was just six months into the role and had already been transitioned between three different teams during that time. Naturally, I was still ramping up and working to get fully up to speed. Despite this, I was informed that there were areas of my work that needed improvement — but just two days later, without any opportunity to act on the feedback, I was notified that I would be transitioned out of the role. There was no formal Performance Improvement Plan (PIP), no history of performance conversations, and no real chance to course-correct. Rather than offering support or clear guidance, my manager shifted the blame onto me, creating the impression that I was solely responsible for the situation. Conversations with leadership were vague, and one leader even took partial responsibility, suggesting that the decision came from even higher up — from individuals who were not closely involved with my day-to-day work or contributions. HR provided no meaningful support or transparency throughout the process. There was no action plan, no regular feedback, and no real investment in helping me succeed. It was clear the decision to let me go had already been made, and the final few weeks were simply a formality to make it appear otherwise. Overall, it was deeply disappointing to see how little commitment there was to employee development, especially for someone still early in their ramp period and navigating constant organizational changes.

• Poor Leadership: From onboarding to day-to-day management, leadership lacked direction, strategy, and clear communication. My manager was often reactive, passing down demands from above without offering guidance or support. • Constantly Shifting Priorities: Frequent changes in focus made it difficult to plan or execute meaningful work. Priorities shifted faster than teams could realistically adapt. • Unrealistic Goals: Performance targets were often unattainable, misaligned with broader business objectives, and set without considering available resources. When concerns were raised, they were dismissed rather than addressed. • Disorganized Processes and Systems: Outdated onboarding materials, unreliable internal tools, and overly complex processes created inefficiencies and made work very challenging. • Lack of Focus on Execution: Leadership seemed more focused on lengthy documentation and process-heavy tasks than driving impactful results. This left teams feeling frustrated and disengaged. • Customer Disconnect: Yext’s strained customer relationships made it difficult to engage clients or gain their participation, adding another layer of challenge.