Vergleich: PayScale vs Smartsheet BETA

Erfahren Sie, wie Smartsheet bei Mitarbeiterbewertungen, Stellenangeboten, Befürwortung der Geschäftsführung, Unternehmensperspektive und vielem mehr im Vergleich zu PayScale dasteht.

Mitarbeiterbewertungen

Gesamt­bewertung
(nur Mitarbeiter in Vollzeit und Teilzeit)
4,1 
(basierend auf 145 Bewertungen)
4,1 
(basierend auf 164 Bewertungen)
Karriere­chancen
3,9 
4,2 
Vergütung & Benefits
3,9 
4,2 
Work-Life-Balance
4,5 
4,2 
Führungs­ebene
4,0 
4,0 
Kultur & Werte
4,5 
4,2 
Positive Bewertung des CEO
PayScale CEO Scott Torrey
92%Scott Torrey
Smartsheet CEO Mark Mader
95%Mark Mader
% empfehlen dies einem Freund
81%
79%
Positive Geschäfts­prognose
72%
80%

Gehälter

Gehälter für ähnliche Jobs
Für dieses Unternehmen liegen keine Gehaltsangaben vor.
Für dieses Unternehmen liegen keine Gehaltsangaben vor.

Was sagen die Mitarbeiter?

Pros
„Work life balance”(in 27 Bewertungen)
„Great people”(in 14 Bewertungen)
„Work life balance”(in 21 Bewertungen)
„Great product”(in 15 Bewertungen)
Kontras
„Sales team”(in 6 Bewertungen)
„Growing pains”(in 5 Bewertungen)
„No 401k match”(in 13 Bewertungen)
„Growing pains”(in 13 Bewertungen)
Ausgewählte Bewertung

Ehem. Mitarbeiter - Senior Director, Software Engineering

Ich habe für mehr als 10 Jahre bei PayScale gearbeitet (Vollzeit)

Pros

I like to evaluate jobs on 5 dimensions (I don't think I invented this, but I don't remember where I get them): * Total Rewards: This is how much money you're paid, the benefits, the fringe... benefits, etc. * Your Peers * Your Manager * Interestingness of the work * Perceived social value of the work Everyone places different importance to the different dimensions, and everyone has a different threshold. For me, PayScale far-exceeded my threshold (and all competing companies) for over a decade. * Total Rewards: The pay is competitive with the market. The world-life balance at PayScale is phenomenal. You're expected to work 40 hours per week. You're _rarely_ going to get asked to work more than that. The PTO is good. The week off for July 4th is _great_. The total rewards are 🤩. * Your peers: they're unique, they're interesting, they're ready to help, they're smart, they're dedicated, they're thoughtful. They're people you want to work with. * The manager: My manager fit my working style perfectly. He gave me the autonomy I needed and was always willing to help. * Interestingness of the work: There are _so_ many interesting things to work on. There are really important things to work on for our customers. * Social Value of the work: PayScale does primary research on important topics in the world. You will meet people who ask you where you work, and then say: "OH MY GOSH! I used you guys to get a raise!" You are helping employers understand how to pay people _right_. I loved my time working at PayScale. I whole-heartedly endorse it! I'm excited for the new execs. In my short time with them, I was very impressed and I think they'll do great things.

Kontras

The engineering org has grown a lot in the last couple of years. The team has outgrown some processes haven't been updated... mostly around communication.

Rat an das Management

Focus on installing a group of Engineering Managers to run the teams. Your awesome engineers need someone to continue to grow them. The VP/Director level needs someone to help them.

Akt. Mitarbeiter - Anonymer Mitarbeiter

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

Pros

Fast paced growth, global expansion, evolving product, opportunities to adapt and grow with the business. Three complimentary acquisitions in less than 2 years including retention of talented team... members from acquisitions. If you want to grow in your career, there are plenty of opportunities, some roles haven’t been created yet. C-suite not afraid of making bold decisions and personnel changes where needed. Recent changes in engineering roles and reduction of managers to individual contributors is a great example. The ratio of managers to individual contributors was too high, especially in QA roles, and release failures were not improving, change was necessary. While not popular, a bold decision was needed to make improvement. The reaction from several of the managers and senior leaders. provided great insight to the lack of mature leadership adaptability and why the change was necessary. A public company cannot operate in a start up mode forever, change is necessary and adaptability needs to be a core competency of every manager and above level. Our CTO leads by example, has brought customer focus to the forefront of the engineering team and had to address leaders and individual contributors who were more focused on the life balance of the equation for too many years.

Kontras

Too much focus on “the next set of features” and insufficient understanding of adaptation and customer usage of current feature set. Fixing the current feature set should take equal priority to new... features. Lack of robust change management processes and tracking of change impact. Maturation of several teams and many leaders who have grown with the company is insufficient to lead change. Many of the teams and individuals are not prepared for the change velocity that we are currently experiencing and there is unnecessary angst and lack of focus because of this. Leadership and management development in key competencies is needed.

Rat an das Management

Identify the leadership competencies necessary for the next generation of growth in our business and help develop these key competencies. Reliance on history of “we’ve always done it this way” needs... to be removed from our daily vernacular. Documented operating processes, and new hire training requires more consistency. Every salesperson in the company needs to be product certified in their first week. This should be a non-negotiable. No one hired in a customer facing role should be allowed to start their work until product certified. When we have misrepresentation of our product at the point of sale, all future interactions with the customer are tainted. Our customers are starting to tell us we are changing and adding to the product too often and they cannot keep up - we need to listen to these customers. Place an equal amount of energy toward the customer experience as releasing features. Spend at least one release cycle every quarter just focusing on improving the customer experience. Our customers and internal teams are giving signal of too much, too fast change in the product and we should listen. Ultimately operational excellence is needed, and we need the c-suite to develop their direct reports an skip level reports on improving operational excellence.

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