Morale is extremely low. Compensation is uncompetitive, promotions are rare, and there are few meaningful incentives to retain experienced employees. Management is often required to deliver standardized corporate talking points explaining why employees cannot receive promotions or meaningful pay increases, which comes across as impersonal and disconnected from individual performance.
The executive team frequently implements organizational restructures and introduces new initiatives, such as V2MOMs (Salesforce's version of goal-setting), that many employees view as bureaucratic exercises with little practical value beyond consuming time.
The performance review and compensation process has become increasingly divisive. Employees are effectively forced to compete against one another for limited merit increases, which have typically ranged from only 1–4% annually and are not supplemented by profit sharing. The company now uses a forced distribution model where only a predetermined number of employees on a team can receive the highest raises, regardless of overall team performance.
Leadership has also introduced new roles, such as "Account Leads," while reducing or eliminating director-level positions held by individuals with years of institutional knowledge and experience. This has created frustration and concerns about the loss of valuable expertise.
The return-to-office mandate has been another source of dissatisfaction. Many teams remain geographically dispersed, resulting in employees commuting to an office only to spend most of their day on virtual meetings. The policy feels disconnected from how work is actually performed and appears driven more by corporate mandates than business necessity.riven more by corporate mandates than business necessity.
