Smartsheet reviews

3.3

44% would recommend to a friend

(1,290 total reviews)
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Rajeev Singh

29% approve of CEO

31% positive business outlook

Smartsheet has an employee rating of 3.3 out of 5 stars, based on 1,290 company reviews on Glassdoor which indicates that most employees have a good working experience there. The Smartsheet employee rating is in line with the average (within 1 standard deviation) for employers within the Information Technology industry (3.9 stars).

Reviews by job title

1K reviews
1.0
Feb 11, 2019

Avoid SDR department at all costs

Recommend
CEO approval
Business Outlook

Pros

Pay check and health insurance.

Cons

Where to begin... Tons of counterproductive inefficiencies within sales, especially in the SDR department. Managers creating work just for the sake of work, tons of meaningless rules and bloated procedures that only hinder reps and cause unneeded frustration. Other parts of sales have their own issues, but being an SDR at Smartsheet is really nothing but grunt work. Managers lie and manipulate constantly. The OTE that they dangle in front of you is unattainable for anyone who isn’t working 10+ hours per day, each and every day, yet they claim that work/life balance is great. Yeah right… Managers lack both management skills and sales skills. They’re also petty, engage in destructive office politics and they are purely self serving. They take credit for all the good and pass all the bad directly onto reps. Top down, heavy-handed management instead of being supportive, helpful and understanding. The quota is set unrealistically high and despite constant feedback and complaints, Management does absolutely nothing to address this. Instead, SDRs are blamed for having poor performance, even if they miss their number slightly and management uses this as leverage to hold back promotions, dock your pay and ultimately fire you. SDRs who are smart, helpful and good team members have been fired because of a this culture of unreasonable metrics. Extremely high quota means that some SDRs pass lots of low quality opportunities on to sales reps, which is double the amount of time and resources wasted by the company. The teams would benefit massively from a re-focus on generating quality business opportunities, instead of chasing unrealistic numbers for the sake of numbers. Typically the SDRs who win at this task are the same ones that become poor quality sales reps, once they are promoted for juking the stats and cooking the books. Ongoing training and career development are absolutely nonexistent. You are simply there to grind away all day long doing grunt work and are given no time or resources for improving knowledge of the product, improving sales skills or exploring other career development options. You are chained to your desk the entire workday, mindlessly clicking buttons and made to feel bad when you miss your number, even when it comes down entirely to luck. They promise the world in terms of promotions, but delay, defer and deny. A year down the road, when you’re still stuck in the same crap, suddenly the great company they promised during your interviews doesn’t look so great after all. Managers get to work from home all of the time but SDRs are not allowed to at all, even when your performing well. CEO Mark Mader seems to have his heart in the right place and is a good leader, but I think he’s lost sight of what’s happening lower down in the organization as the company has grown and middle management is not being held accountable to the “values” that the company claims to hold. Quality oversight is lost as the company scales and it’s becoming just another generic, out-of-touch software company. No 401K match

1.0
Nov 26, 2018

Caveat Emptor

Recommend
CEO approval
Business Outlook

Pros

Great office location Free coffee and snacks The people you work with

Cons

* If you are thinking about investing in this company or working here, please read. The dev team is treated like royalty and given everything that they need to succeed. Sales is what drives this organization and it has sadly become a liability rather than a strength. People are hired for their ability to "sell" and then that is taken away and replaced with several disconnected processes. *Managers are internal staff who have been promoted because they demonstrated at some point in the past that they could sell the product. That does not mean that they can manage and lead others. Some managers have never run a sales team and don't have a clue. *Marketing will tell you that they provide thousands of bona fide leads for the reps every month. While the number may be accurate the quality is another story. Reps can expect to get 2-10 "leads" daily. The great majority of these so called leads... 1) Are from third world countries where English is not the primary language. 2) Are people signing up for a free version to use to plan their family reunion. 3) Won't answer calls or emails while they are using the trial version. NAS leadership....how about cold calling? Every month you fail to hit your number and keep wondering what the next month will bring. Something about repeating behaviors and expecting different results? *Your internal processes have big company syndrome all over them. Requests for assistance are rejected and you get the message that "this is not my job". As the Boston office grows they will experience this also. * Favoritism runs rampant. If you do not do exactly what your "manager" tells you to there are punitive measures taken, Leads are routed to the ones who obey. This is defined as (1) having your sales manager on every call with you, (2) having your manager edit, approve each and every email you send to a client, and (3) have your manager close the deal for you. How is this helping to develop an effective sales team? *To cite an example. one very ineffective sales manager had half of his/her team quit in a 30 day period recently. Were every one of these people "defective"? Did the recruiting team suddenly change tactics and put all "bad" people on this persons' sales team?

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Smartsheet Response
7y
I’m sorry that your experience on our sales team wasn’t positive. As we continue to grow our team and evolve our processes, we understand that challenges will emerge. Our goal is to foster a transparent and constructive environment where we can succeed together. Specific to our sales managers, we strive to maintain a balance between bringing on leaders with valuable sales management experience acquired outside of Smartsheet, and providing opportunities to proven internal contributors who show the desire and aptitude to transition into a management role. In our current state, over two thirds of our commercial sales managers were external candidates who led teams before joining Smartsheet. Thank you for taking the time to provide feedback. Wishing you all the best, --Kara Hamilton, SVP People Operations
1.0
Jun 5, 2018
Recommend
CEO approval
Business Outlook

Pros

There are none.. don’t get caught up in the fact they have a decent product or went public recently.

Cons

These cons are based off my opinions and experiences working at Smartsheet as well as the experiences of many of my colleagues. 1. They say that it’s against their policy to retaliate yet people have gotten others fired for no legitimate reasons. 2. HR does absolutely nothing to handle situations that may have gone bad. In fact many of the people I knew who went to HR made their situations worse. Awful HR team from the top down. 3. I read many reviews below stating people have been unfairly treated and then when they have gone to upper management for assistance they are fired -that’s all true

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Smartsheet Response
8y
It is always useful to read perspectives as it encourages us to assess and improve as we hire, retain, develop, and support a growing team. Whatever may have happened, it seems we did not share the same view. It is never easy when relationships end and people agree to disagree (or don’t agree to disagree). The HR team has a demanding role to play. No one is perfect, but they work really hard to ensure that as our team grows, that we have scaled HR resources in place. Our HR team is skilled, trained, and committed IMO vs. just stepping through the motions. Additionally, we have open lines of feedback (named or anonymous) to our SVP of People Operations and me, and we actively encourage feedback. The anonymous option is exactly intended for people who, rightly or wrongly, believe feedback may be acted on in an unintended manner. The team is my highest priority and we support team members. That said, when someone habitually ignores the code of conduct, we take action -- quickly. I am sure it can feel abrupt to some, even after they have been on a PIP (performance improvement plan). And, yes, people can succeed in those plans sometimes: one of our top 10 sales reps is thriving after being on a PIP four years ago. Respectfully, --Mark Mader, President & CEO
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