Benevity reviews

After reading through all the previous reviews I felt compelled to share my own experience and validate what has already been said by former employees and rebuttals from Benevity and the president himself To start, it is 100% correct that when a negative review is posted to any social platform there is recruitment for staff to post positive reviews to bury the bad. Second, In replies to reviews where the president himself belittles a review and pretty much accuses the reviewer of being sensitive, That shows you how things are really dealt with at that level had they come and spoken to you. Unapproachable and will not admit there are big problems. Third, the "people" team. The people team is presented as a unified front for the employees and management team to ensure cohesion, productivity and maximum potential. Again this is so far from the case, the people teams sole responsibility is to defend and cover up team lead, management and supervisor faults. In no shape or form it this team for the people. On to the ugly. Leadership (department managers and team leads) severely lack the skills to grow and empower their people. Employees and belittled, bullied, silenced, threatened, back stabbed, undercut and down right made to feel unwanted or appreciated. Staff have been fleeing on the daily from my department in particular yet nothing is ever questioned. Why wouldn't the first thought be "whats going on?" Benevity employs talent that a is capable of great things for the company, it is unfortunate team leads and management do not care for anything accept their bottom line. Socializing and team building are encouraged but not participated in by the leads or management, ever. Again goes to show general staff are not part of their crew. Arrogance between positions and departments is rampant - There are the departments that are viewed as bottom feeders and treated as such. Bottom line, I wish I would have gotten out sooner but am fortunate to have learned some valuable lessons. A toxic work environment can damage even the strongest of people and no job no matter what they are selling it as, is worth it.

Having spent years in the tech industry, I’ve seen this pattern before—significant tech debt, board pressure to boost revenue to unrealistic levels, and cost-cutting measures that prioritize short-term gains over long-term stability. The recent shifts at Benevity strongly resemble the behaviors of companies preparing for acquisition. The frequent layoffs and restructuring over the past five years have been more than concerning. After a period of overhiring and inflated budgets, 2023 saw a workforce reduction of about 14% overall—closer to 20% within sales and marketing. The ongoing leadership instability is evident, with constant strategic pivots that suggest a lack of clear direction from director-level and above. Many top performers have been placed on performance improvement plans (PIPs), seemingly as a tactic to reduce headcount without offering severance, and unfortunately, it has been effective. Tens of thousands of dollars are thrown into agencies, collaboration tools, and operational systems, yet inefficiencies persist. Meanwhile, dedicated employees struggle to secure fair annual raises, with compensation structures shifting unpredictably year over year. Pay disparities within identical job titles are striking, sometimes exceeding $20,000 to $40,000. Instead of addressing misalignment at the leadership level, the individual contributors on the marketing team bears the blame when targets aren’t met. Talented individuals have either left or remained in hopes of improvement, only to find themselves restricted in their ability to innovate or voice constructive feedback. Open dialogue is discouraged, limiting opportunities for meaningful progress. The return-to-office policy is another point of frustration—mandating 50% in-office attendance for the sake of “collaboration and culture” while continuing to hire fully remote executives, including the new CEO. This contradiction is difficult to overlook. Additionally, executive leadership holds lavish offsite meetings multiple times a year, yet there is little to no transparency on the discussions or their impact. At this point, the company's culture feels more like a hollow buzzword than a lived experience. What was once a strong community has eroded, and the CSR initiatives—despite being touted as essential—are minimal in practice. HR will not step or share these concerns with the executive team, despite hearing these concerns first hand when individuals are going on stress leave or during their exit interviews. Without major leadership changes in marketing and sales, the downward trajectory seems inevitable. The loss of top talent speaks volumes, and unless a serious course correction is made, the situation will only continue to deteriorate.