DemandLab Reviews

Hi there, thanks for sharing your concerns; I'm sorry you had a below-average experience. While I can't address everything, I'll share some insights to shed some light on your experience and provide context for other readers. Our recruiters are directed to give a salary range; only hiring managers can provide a specific number. Salary decisions come down to our overall evaluation of the role and the individual. I would advise anyone not to accept an offer under the circumstances you described; I'm looking into this to ensure our procedures are being followed correctly. As I read this, it's clear that some assumptions have been made without full insight into the operations and executive leadership decision process. It sounds like you feel you should have been consulted more often about executive-level decisions, but you weren't in a leadership role. From speaking with my leadership team, I learned that your manager doesn't have a record of you raising these concerns while you were an employee. We can't take action if we don't know there's a concern. We update the team every month during our all-hands meeting on what's been done, where we're heading, and why, with the intent to be as open as possible. There is a Q&A at the end of each meeting where employees regularly ask questions about topics like what you noted here. We also hold skip-level meetings, weekly 1-1, where topics include not only activities but also how the team member is feeling in their role, about the company, if they have any needs to ensure personal success, any issues they may be having and the manager will share feedback both positive and corrective to ensure we’re all on the same page. Clients like our work, so we're growing quickly. Over the past five months, we hired 23 new team members. During that time, 10 team members departed. Half of those team members left for personal reasons (eg retiring) or because they were taking a new role elsewhere—with our full support. We have an escalation-based process to ensure no one is surprised to be terminated for performance. This process includes regular upfront conversations and feedback when things are not going well (the team members have the opportunity to provide context and feedback); this is documented in our HR system, where we document transparently what is and what is not working, the coaching plan, training and support, and clear expectations to get anyone in danger of not making it the opportunity to improve and be successful. There are a few exceptions: no improvement is seen after coaching and support or additional training is provided, and no-shows (eg, a person that disappears for several workdays without notice and is unresponsive to their manager's outreach) because this directly impacts the well-being of the rest of the team and our client's success and satisfaction. In response to #6, I can only say that your description is inaccurate and misleading. From our internal surveys and the other Glassdoor reviews, your experience appears to be the exception rather than the norm—and I'm sorry you were so unhappy. We work hard to meet or exceed the expectations of our team members, and I will keep your experience in mind as we continue that work. I wish you well in your career and hope your next manager will give you the experiences you want.

Thanks for sharing your perspective! As co-founder, I’m sorry your experience didn’t meet your expectations. Based on your feedback, we’ve added monthly ‘skip level’ meetings (where managers meet with their direct reports’ direct reports). This is in addition to our existing weekly One-on-One (O3) meetings for each employee, monthly all-hands meetings updates and Q&A, quarterly ‘town hall’ meetings for Q&A, and my annual 1:1 personal connect meetings with each employee. DemandLab does cutting-edge, client-facing work. This sometimes means we're creating industry-leading SOPs from scratch, rather than using a cookie-cutter approach. This can be a challenge if people haven’t worked at a client-facing company before. Our COO personally monitors team workloads on a weekly basis, and it’s part of our monthly leadership process. Since your time here, we've shifted the Project Management function to within the overall Operations team, to give everyone greater visibility into what's on the horizon. We rely on team members to share if they are (or expect to be) overloaded. When team members share concerns, we’ve taken them seriously and taken action accordingly. We also set aside a block of hours every month specifically for professional development. In speaking with the team, it sounds like some of your additional time was related to your completing a DemandLab-reimbursed industry certification, PMI's Certified Associate in Project Management. I'm not sure how to answer your notes on ‘Advice to Management’ because these behaviors are not something I've seen, not our norm, and contrary to what I would expect leadership to tolerate. We’ve discussed your comments in an executive meeting, in case something arises in the future. We prioritize creating a good employee experience, and are proud to have received ‘Great Places to Work’ recognition. But we're always looking to improve. I’m sorry things weren’t a match for you, and wish you the best in your new role. With gratitude, Rhoan Morgan, CEO and Co-Founder