Bullhorn - Cronysim, Agism | Glassdoor.de
  1. Hilfreich (20)

    „Cronysim, Agism”

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    Akt. Mitarbeiter - Anonymer Mitarbeiter 
    Empfiehlt nicht
    Stimmt gegen Geschäftsführer

    Ich arbeite seit mehr als 3 Jahren bei Bullhorn (Vollzeit)

    Pros

    Good product Good benefits and generally competitive comp Relaxed pace--people don't have to work hard at all to be successful. In fact that's why people stay there. It's very easy to be successful without breaking a sweat. At HQ, most people call it quits around 5:30pm.

    Kontras

    Cronyism practiced by senior leadership team along with overt age discrimination. At this years' sales kickoff in front of a large audience of employees, the CRO threw an age-related dig at the oldest person in the Sales org. Several exec team members along with HR people were in the room and there was no response. It's not just a one-off--he's done this before, and it's also not the first time discriminatory or... offensive remarks have been made in front of the exec team without any response. And they just announced the promotion of a young sales leader who missed his quota last year after having been given a blank check to hire as much as he wanted and who's known for changing strategy/focus every 1-2 months and keeping poor performers on his team. But he's part of the boys club after being with the company for 14 years, since graduating from college. Meanwhile, older sales leaders who keep hitting their quota with more limited resources stay at the same level. Extremely limited competence at exec team level--half have never worked anywhere else besides Bullhorn, and I don't think any have ever been on exec team in another company. President overtly lies about product roadmap at big customer events year after year and Sales then has to wipe-up from the mess of unfulfilled promises. Exec team members don't practice the values they preach. They spend lots of time spouting off slogans about inclusiveness and how everyone's voice should be heard, but when the rubber hits the road, that's not really what they want--the only voices they want to hear are their own.

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    Rat an das Management

    Smart leaders recognize when they're not good at certain things or lack certain skills. Either hire for those in the exec team, or start utilizing the expertise you have within the company. Stop acting like a high school clique and boys club, and start behaving like a real leadership team. Don't ask me to reach out and talk to you about this. Practice what you preach and walk the talk. Stop pretending that the... culture you provide is only what you say out loud and realize that it's about what you do. Realize the culture you provide as leaders has everything to do with your actions, and very little to do with platitudes and programs - those things are totally meaningless when they're not backed up by your actions.

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    Bullhorn2019-03-19

    Reaktion von Bullhorn

    April 8, 2019CEO

    It seems that you’re really frustrated about something that happened to you while you were here. You haven’t shared anything about your personal experience, so I can only speculate. Whatever the case, I’m really sorry that you had such a negative experience at Bullhorn. Regarding the leaders you mentioned, I want to offer a full account: Our CRO made a reference at sales kickoff to the age of an employee with whom he is close. That’s not acceptable behavior at Bullhorn and he immediately realized his mistake, recognizing how the comment could have been perceived and apologized to the employee. Listening and responding to customer feedback is a critical part of our culture. When our President/CTO presents a long term vision to customers, we make it clear that not all of the elements of the presentation will make it into our products, that the explicit purpose of that presentation is to share our vision with customers, gather feedback and adjust our roadmap accordingly. Our track record shows we deliver the vast majority of the vision every year. Most importantly, our Customer Experience Index has increased consistently for the past 20 quarters. We promoted a leader who came in slightly short of his plan in 2018. However, it’s important to recognize that his team's performance increased a staggering 50% over 2017. And, that team achieved 120% of plan in Q1 this year. All three of these people are great leaders who care about their people and improving their leadership skills. Their employee engagement scores are off the charts and customers love working with them. Lastly, Bullhorn makes every effort to balance our leadership across our business. We count among our 185 leaders a wide variety of diversity including age, gender, experience and ethnicity. Of the 6 executives on my Senior Leadership team, 2 have built their careers at Bullhorn while the other 4 have worked at senior levels with companies such as IBM, Harvard, Pega Systems and PWC.

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  1. „Good place to work”

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    Ehem. Mitarbeiter - Anonymer Mitarbeiter 

    Ich habe für mehr als ein Jahr bei Bullhorn gearbeitet (Vollzeit)

    Pros

    Flexibility, good benefits, good hikes,team outings

    Kontras

    Politics,favourism,no cab facility,overtime work hours

    Bullhorn2019-10-12
  2. „Good Company”

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    • Work-Life-Balance
    • Kultur & Werte
    • Karriere­chancen
    • Vergütung und Zusatzleistungen
    • Führungs­ebene
    Ehem. Mitarbeiter - Software Engineer 
    Empfiehlt
    Positive Prognose
    Befürwortet Geschäftsführer

    Ich habe für mehr als ein Jahr bei Bullhorn gearbeitet (Vollzeit)

    Pros

    - Good parental leave policy: 3 or 4 months if primary caregiver. This enabled several of my coworkers to have really meaningful time with their newborns, even if they didn't give birth. - Bullhorn promotes from within: There are many people who started in support and are now in development, leading teams, or making product decisions. This might be my favorite thing about Bullhorn. It makes the teams stronger and... smarter and rewards employees, and has a big positive impact on the culture. - Representation in development of women & minorities is better than anywhere else I've worked. Still room to improve, especially in upper-level management. - Management: I had a great experience with my manager; they set the bar for what I expect from management, period. Our feedback loop was quick, informative, and insightful. - R&D upper level management is competent & responsive (and also got promoted from within). - They're flexible and adapting to the idea of remote work reasonably well. - Employee Resource Groups: Allies and Herd are doing great work.

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    Kontras

    - I get the feeling Bullhorn is a bit behind the industry in how it recognizes senior-level engineers. I've felt confused on both sides of the line, learning someone is senior who I would have assumed was mid level and learning someone was mid-level who appeared super senior. On the plus side, management is actively pushing folks toward the next role and being proactive in helping people improve & grow. I... offer the following two cons with the qualification that I think Bullhorn is making progress (and made significant progress while I was there) in empowering employees to fix them: - The technology isn't always the best. It can be a struggle sometimes to feel inspired while working through so much legacy code, or bits of product that were made with no regard to best practices. Sometimes it's great, though! - Development feedback loops are too long; little quality of life things like how long it takes to refresh a build, reload a dev server, deploy to a vm, run tests, etc really add up and lead to frustration. I think a number of people are aware of this but in general the standard is not high enough here, and the people who can fix these things often have too much on their plates already. An initiative was announced recently to start spending sprint time to address issues that might include issues like this, and I hope that is where they'll focus. The payoff in terms of productivity would be absolutely huge.

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    Rat an das Management

    There are considerable gains to be made in productivity by improving little things, tightening feedback loops, and writing cleaner code. I think it requires raising the bar of technical excellence and nudging development culture more in the direction of doing things the right way vs. getting it shipped. I experienced so many instances where I had a much harder problem to solve for a simple feature because someone... chose the "get it shipped" route for a short-term gain and a long-term loss. Sometimes it's the right call to get it shipped! It can't always be the right call. Find ways to support people who have intersecting underrepresented identities e.g. a person of color who is disabled and LGBT. They're doing a lot more work to just exist in the office than you probably realize and they need you to be literate about issues they may be facing and to have your support. Keep sticking to your values as you have been! It was a pleasure working at Bullhorn and I'd consider coming back.

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    Bullhorn2019-10-11

    Reaktion von Bullhorn

    October 14, 2019VP of Talent Acquisition

    Thank you for taking the time to write this review. As you know our leaders appreciate both positive and constructive feedback and we will make sure this feedback is brought back to our leaders for consideration. We are glad you enjoyed your time at Bullhorn!

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