- Poorly structured onboarding. I spent the first three weeks of my four-week training using outdated and incorrect training materials. Only in the final week was I informed and then asked to quickly catch up before being pushed into client-facing work. This was not just disorienting, it was unfair.
- Inconsistent and misleading performance review process. Despite Rippling's own communication stating that employees starting before late October of 2023 would be eligible for the January 2024 review cycle, I was told I was “not meeting expectations” due to “not having enough data”. Even though, I had fully ramped during Q4 (the busiest time of the year) and maintained a CSAT score above department standard.
- Recognition undermined by arbitrary metrics. I was the top performer in an internal metric called “Exit Gates” and asked to lead a peer training session because of it. I also had an average CSAT metric of 4.86 (which is our "north star" metric. However, when I took bereavement leave in December 2024 following the death of my brother (along with approved holiday and sick time), leadership told me I hadn’t “closed enough groups.” due to my "unexpted leave". This excuse was used to limit me to a $2,000 raise. This was based on a metric never disclosed or tracked transparently throughout any of my weekly 1-on-1's with my multiple managers. If you have any family members or siblings, be sure to plan their death accordingly to ensure you meet this made up metric.
- Constant product instability with unrealistic expectations. We were repeatedly told to “instill confidence” in a product that was regularly breaking. New features were launched without proper testing, causing major issues in real time. Meanwhile, we were expected to become “experts”. This included filing Jira tickets constantly (to teams overseas where you have to wait multiple business days for even a comment posting blame to another team and no resolution unless you post in the 1,000+ slack channels), and troubleshooting live with clients all under intense performance pressure.
- Leadership turnover and lack of direction. In less than two years, I reported to four different managers. We cycled through multiple VPs of Implementation, none of whom lasted more than six months.
- Constantly shifting metrics and accountability. KPIs and goals are changed frequently, often without reasoning or clarity (this could be due to the constant change in the VP's of Implementation). Even when those metrics are later phased out, employees are still held accountable to them retroactively. This creates an environment where success feels unattainable and morale suffers as a result
