Factorial reviews about "team"

Priorities change too fast and salaries are not the best

Factorial has no clear career growth or development structure. Roles that should be offered to experienced internal employees are frequently handed to external candidates. The company shows little interest in retaining or developing its people — hiring and firing happens without much thought. Employees who have been there for years often stagnate, not because of poor performance but because of a complete lack of real growth opportunities. People management and development is essentially non-existent. Performance reviews are entirely performative — box-ticking exercises with no real substance or fairness. My own review, for example, was conducted by a Senior Leader who had no direct oversight of my work, barely knew me or interacted with me and still rated me “below expectations” without defining what those expectations even were or having enough consistent oversight to draw that conclusion. I’ve seen colleagues hit targets and go above and beyond, only to be blocked from promotions because they supposedly “don’t live the values enough.” without a clearly set criteria. Based on my time in the company and my observations, if you think critically, ask questions, or disagree with dysfunctional practices, you’re branded as “difficult”, "negative" or “not a team player.” Promotions and salary increases may be withheld from employees who are oustanding performers. I’ve even seen a bizare suggestion that to demonstrate “cooperation/teamwork,” you should take another leader out for lunch. In my experience, reviews here feel less about actual performance and more about maintaining control over employees. Toxic Work Culture This culture of fear and manipulation is quite strong. Every failure in leadership or communication was reframed as a “great opportunity” for employees to shoulder more work. If you questioned it, you risked being labelled negative and could face consequences such as being put on a performance improvement plan (PIP), which in some cases can ultimately end employment. Accountability flows downward only; leaders are rarely held responsible. Leadership provides very little coaching, training, or resources — only relentless pressure for results. People are forced to do the work of five roles (account management, sales with unrealistic targets, customer support, product support, and process optimisation/admin work) for one inadequate salary. Management openly acknowledges this, but dismisses it as “normal.” When employees raise pay concerns — especially over huge discrepancies between markets (e.g., AMs in one country on €20K while others with identical responsibilities earn €30K) — leadership diverts the conversation back to “work harder and hit your targets.” There is little transparency, and no recognition of contributions and achievments beyond targets. Unsurprisingly, people burn out and leave. Average tenure is barely a year, sometimes less. The “values” are mostly performative. There is little psychological safety: people are anxious, exhausted, and sometimes afraid to speak up and if they do, there are consequences. In my team alone, multiple colleagues developed health issues, had burnouts, and eventually quit. Leadership brushed it all off. The entire culture is short-termist: push people to their absolute limit to hit quarterly targets, then replace them when they collapse or leave. Uncertain Compensation Targets and variable compensation structures change constantly — every quarter brings a new scheme, and hard to plan around. You might work for months on an upsell only to discover that the structure has changed just before you close the deal, slashing your expected earnings. This kind of shifting erodes trust and demoralises employees. Conclusion What my experience showed me is clear: Factorial does not invest in its people, does not build careers, does not pay fairly and does not care about the health, and wellbeing of people. Reviews are arbitrary and unfair. Leadership is unaccountable, dismissive, and manipulative. Employees are overworked, underpaid, demoralized, and replaceable. Disclaimer: The views expressed in this review are based solely on my personal experience and observations during my time at Factorial. They are not intended as statements of fact, but as my subjective perspective.

Like in any fast-growing company, things can move quickly and require adaptability. But this also creates opportunities to learn and grow with the company.

Although my experience unfortunately affected how I perceive the company overall, I want to focus this review specifically on my experience within the Talent Acquisition department. I understand that my experience may not reflect all departments equally. I had positive interactions with some internal stakeholder groups, and from my perspective, some areas of the company seemed more structured and professionally mature. However, if you are considering joining the Talent Acquisition team, I would strongly recommend doing thorough due diligence before accepting an offer. One of my first negative experiences happened immediately after joining, when my initial salary payment was lower than expected. I raised the issue internally and was initially told that it was likely an operational mistake and would be reviewed. After waiting for a follow-up and raising the issue again, I was informed that part of the compensation was not paid during the first month for new joiners. This policy had not been clearly communicated to me during the hiring process. The most disappointing part was not only the financial impact, but also the lack of clear ownership and transparent communication around the situation. The overall handling of the topic felt more defensive than supportive, and I ultimately had to accept that I would not receive the amount I had expected for my first month. During my first months in the company, I was consistently assessed as performing at a high level and received positive feedback from internal stakeholders. Despite this, my employment ended on the final day of my probation period, with cultural alignment given as the main reason. In that sense, I can agree that there was a lack of alignment. I was not aligned with what I experienced as a low level of structure, limited professional maturity, and a team environment where questioning existing ways of working did not always seem to be welcomed. It was difficult for me to see the department as having a healthy culture when turnover appeared to be high and people seemed to leave and be replaced frequently. In my view, this suggested a deeper structural issue rather than isolated individual cases. To my knowledge, the Talent Acquisition department lacked several basic processes related to career growth, performance expectations, and evaluation. I did not see a clear seniority framework, clearly documented performance expectations, a transparent KPI structure despite the existence of a variable salary component, a compensation framework, or a structured peer and stakeholder feedback process connected to performance evaluation. For a company that provides HR software, it was particularly disappointing to see the internal TA team lacking so many fundamental HR processes. The team environment also felt immature at times in its approach and use of time. Although people were expected to work independently, the team also had recurring meetings that could have been used to address missing processes, improve ways of working, and discuss operational challenges. Instead, some of the time was spent on activities that felt disconnected from the real needs of the team and did not appear to have a clear practical purpose, debrief, or outcome. This felt especially inappropriate given the high workload and the fact that burnout seemed to be a recurring topic. I found it difficult to ignore these concerns. I shared feedback internally and also offered to contribute to improving some of the missing processes. Unfortunately, I did not see meaningful progress as a result. In my experience, constructive feedback was not always received openly. When existing processes, or the lack of them, were questioned in team settings, the conversations often felt defensive rather than solution-oriented. In my experience, the environment lacked psychological safety. Questions, opinions, and constructive challenges were not always welcomed. At times, questioning certain ideas or behaviours seemed to be interpreted as a lack of alignment with the team culture. In my case, I felt that being direct and raising concerns about missing processes was not well received. My employment ended at the very end of the probation period, despite the results I had delivered and the positive feedback I had received. The physical working environment also contributed to the overall sense of disorganization. Several teams were placed together in a crowded open space, with many people taking calls and interviews from their desks, often in different languages at the same time. From a recruitment perspective, this made it harder to provide a high-quality candidate experience and raised concerns around confidentiality. To maintain the quality of my interviews and respect candidate privacy, I often moved to quieter areas where call booths were available and interviews could be conducted in a more appropriate setting. This had been aligned internally, but it was later interpreted negatively in relation to team engagement. I was not comfortable constantly overpraising the team or pretending that everything was positive when I did not genuinely feel that way. I preferred to focus on doing the job I had been hired to do, and I believe I did it well, based on the results I delivered and the feedback I received from stakeholders and candidates. Overall, I found my experience in the Talent Acquisition department to be extremely disappointing. I would strongly encourage anyone considering an offer, especially within this team, to research carefully and ask specific questions about team culture, turnover, KPIs, career path, compensation structure, feedback processes, and ways of working before making a decision.

Management, strategy, salary, workload, stress

My experience here was extremely disappointing. joined the content team excited to contribute, but I quickly realized how toxic and isolating the environment was. Management excluded me, offered no support, explicitly said that employees weren’t allowed to meet with other teams and made me feel unwelcome and undervalued. The behavior was unprofessional, and it reached a point where I had to resign for the sake of mental health. Management has absolutely no training, leadership ability, or people skills. There’s a clear lack of empathy, accountability, and communication from those in charge. It’s a culture driven by ego and control rather than collaboration or respect. The company claims to value growth and people, but there’s no real development or long-term vision. Employees are overworked, underpaid, and treated as replaceable. The turnover is outrageous and people are constantly leaving because they’re unhappy, bullied or burnt out. It’s clear that the company doesn’t value or invest in its employees, and that the culture is one of constant stress, poor management, and zero appreciation. I would not recommend working here!!