Bluebeam – When originally hired I was told that I was joining a rapidly growing (doubling in size from 400 to 800+ employees) and there would a lot of room for me to grow. This didn't happen. Then the company over the past 3 years, seemingly, at random fired a variety of people in different departments. | Comparably

Bluebeam – When originally hired I was told that I was joining a rapidly growing (doubling in size from 400 to 800+ employees) and there would a lot of room for me to grow. This didn't happen. Then the company over the past 3 years, seemingly, at random fired a variety of people in different departments.

Bluebeam Compagnie réclamée
Bluebeam builds innovative markup and collaboration solutions that save design and construction teams time and money. Lire la suite
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When originally hired I was told that I was joining a rapidly growing (doubling in size from 400 to 800+ employees) and there would a lot of room for me to grow. This didn't happen. Then the company over the past 3 years, seemingly, at random fired a variety of people in different departments.

Qu’avez-vous le plus aimé du procédé d’entretien?

It wasn't long and drawn out.

Qu’est-ce qui vous rend le plus heureux au travail?

My nice coworkers are pretty much the only thing left.

Quelles sont les meilleures choses à propos de votre équipe?

Every Individual Contributor cares about their teammates. They will help out whenever asked.

Qu’est-ce qui vous plaît le plus dans votre entreprise?

Salary, if you aren't a long-time employee, are decent when including year-end profit-sharing bonus,

Qu’aimeriez-vous le plus améliorer dans votre entreprise?

Leadership should be completely replaced. Line managers are pretty good, but most other leadership (outside of Product Management) are terrible.

Quelle est la meilleure partie de votre programme de rémunération?

The year end bonus is quite nice especially because the company is doing well financially. This may change with the reorganization of the business and products, and there has be discussion about changing the bonus method and changing from profit sharing to merit-based.

Que faut-il changer pour améliorer la culture de l’entreprise?

Leadership should treat all of the engineering staff as important, including the ones working on the main product that makes 90%+ of the revenue. The new products are great, but ignoring and laying off people that built the product that made the company great is shortsighted at least.

De quoi l’équipe de direction a-t-elle besoin pour s’améliorer?

Making decisions. The leadership team seems to focus on management or business consultants to make decisions. Advice is taken wholesale without critical thinking. In addition, I have been at BB 3 years and have never met the CEO. At a larger prior company I met the CEO within 2 weeks of starting.

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