Pathetic organization - Cloud and Service Provider Engineer bei Veeam Software: Mitarbeiterbewertung

1.0
7. Nov. 2025
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CEO-Befürwortung
Geschäftsprognose

Pros

Not much to share about

Kontras

Lot of people were and are being fired. Managers sit in Russia and there is no one to monitor employees. They hire and fire people during training itself. Micro management and there is constant fear of losing yout job from the first day itself. No proper structure of trainings and mentor is for name sake who will try and find flaws in everything and when you reach out for help there is none.

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Reaktion von Veeam Software
6mo
We're sorry to hear about your concerns regarding micromanagement and your onboarding experience. We understand how important it is for team members to feel welcomed, supported, and empowered from the start. Your feedback helps us recognize areas for improvement and guides us in refining our approach to both management and onboarding. We are committed to fostering an inclusive and supportive environment that balances manager guidance with individual autonomy, enabling everyone to collaborate fearlessly and helping new hires integrate smoothly into our team. To clarify our company details: Veeam is headquartered in Kirkland, Washington, with offices across the world. We do not have an office in Russia. Current information about our locations is available on our official Contacts page (https://www.veeam.com/company/contacts.html) . Thank you for sharing your perspective - your input is invaluable in our mission to create a more balanced and productive workplace.

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5.0
4. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great work life balance. Working with some of the smartest people I've ever worked with.

Kontras

Growing pains of acquiring more companies.

2.0
3. Feb. 2026
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

Pay is good as well as benefits.

Kontras

Poor organizational structure and lack of clarity: Roles, responsibilities, and reporting lines were confusing. This made collaboration and accountability very difficult. Nepotism and favoritism in leadership: Upper management heavily favored hiring and promoting people from their previous companies the "buddy system". Loyalty to personal networks appeared to matter more than competence or performance, which created cliques and made nonconnected employees feel like outsiders. Hypocritical company culture: Leadership frequently talked about "employee matters" values, strong culture, and employee well being, but in practice these were not reflected in actions. Layoffs, heavy workloads after staff reductions, and a focus on looking good on paper undermined any real trust. Frequent layoffs and job insecurity: Multiple rounds of layoffs created constant uncertainty. Remaining employees were expected to absorb significantly more work with fewer resources and little recognition or support. Heavy favoritism toward offshoring and lower cost international employees: Upper management strongly preferred hiring or retaining talent in countries with significantly lower cost of living because their lower salaries made departmental budgets and headcount metrics look better on paper. This resulted in U.S. based employees being disproportionately targeted in layoffs or overlooked for retention/promotion.

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