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Asana

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Asana

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Asana Work Life Balance FAQ

Read what Asana employees think about work life balance at the company and make sure this fits your lifestyle. Employees have questions about everything from the work from home policy, overtime and flexibility.

Asana has a work life balance rating of 4.6.

All answers shown come directly from Asana Reviews and are not edited or altered.

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5 English questions out of 5

26 May 2021

What is working from home like at Asana?

Pros

Amazing group of individuals Work life balance!!!! Very intentional mindset Actually practice their values Toxic free workspace Very accountable Treat you like humans and care about your wellbeing Nice benefits Growing company with open minded individuals Safe space for all diverse groups Inclusive Mindful

Cons

No flexible work from home option

Advice to Management

If you are power hungry and status is everything to you, do not come here

No flexible work from home option

26 May 2021

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21 June 2022

How is the work/life balance at Asana?

Pros

Extremely mindful leadership decisions (well thought out and not rushed in a good way), very inclusive culture, work life balance is great, good benefits, ability to work on a lot of things, barely any fire drills, lots of ERG/growth opportunities outside of particular role.

Cons

Spend so much time diving into the inner workings of doing everything in the tool it sometimes feels counterproductive, dedication to values can teeter on extreme and slows things down, extremely long winded-read heavy culture/async vs. F2F collaboration, which opposes the dug in heels stance from leadership to be fully in office. Culture is so inclusive (which is great) it can sometimes be very "feely," so if youre not into that this might not be the place for you. High bar for excellence lends to feeling unsafe to try new things and fail fast/learn fast/improve.

Advice to Management

I have a fantastic manager - thoughtful, transparent, supportive. Keep doing what you're doing!

Extremely mindful leadership decisions (well thought out and not rushed in a good way), very inclusive culture, work life balance is great, good benefits, ability to work on a lot of things, barely any fire drills, lots of ERG/growth opportunities outside of particular role.

21 June 2022

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7 October 2021

What is overtime like at Asana?

Pros

-Learning - there is a village of people who look out for your learning and growth -Autonomy - people are empowered to own programs/projects end-to-end -Communication - mostly a bottoms up approach with occasional top down that always includes tons of context and rationale. Context is king here.

Cons

At times decision making can be slowish but we've gotten better over time on that by looking at data and connecting through Asana even more so.

At times decision making can be slowish but we've gotten better over time on that by looking at data and connecting through Asana even more so.

7 October 2021

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26 August 2020

How are flexible working hours at Asana?

Pros

New laptop Some work from home equipment Cool product that customers love Pretty stable and secure job — definitely not worried about getting laid off Flexible hours and vacation

Cons

Pretty siloed and isolated role. Not much collaboration or interaction happening on the team. Everything moves very slow internally, with tons of rules and hoops to jump through in order to get anything done. Really weak comp structure. There really isn’t any opportunity to make a lot of money, even if you exceed your quota — which is huge bummer because most sales reps get into sales so they can make some good money!! Most AE roles in SF have an OTE above $140k — sadly we aren’t even close to that. People on the sales team have been upset about this for a while now and many are interviewing at other companies.

Advice to Management

Please try to rethink the compensation for your sales team. Now that we are remote, we cannot leverage the other in-office compensation perks, which has caused our living expenses to go up considerably — ie. groceries, Internet, phone bills, work from home equipment. As a sales rep, I am motivated by my compensation, it’s hard when the ceiling is set so low.

Flexible hours and vacation

26 August 2020

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8 December 2021

What do employees say about the location of the Asana office?

Pros

- Working mostly with nice people - Salary and benefits package is good for what you actually do - Nice office and good location with flexible working options possible on return to office - Good product - Work life balance isn’t bad - Seems to be a nice place to work if you’re not in sales

Cons

Before I address some of the core issues, I just want to caution that the current rating does not portray Asana accurately. Tread carefully here if you are reading the reviews. While I don’t think Asana is a 1 star company, I’ve listed this review as 1 star to help bring some balance to their inflated score. Weak Sales Org structure: Earlier this year Asana moved to an aggressive outbound hybrid model where the Account Executive is expected to do pretty much everything (particularly at the SMB-Mid Market level). This decision was made blindly on the basis of years of falsely reported opportunity sources in Salesforce. 95%+ of Asana’s pipeline is inbound driven, however, when you have a Sales Org eager to prove that they’re adding value in abundance it creates a tainted view of reality. Here are classic examples of opportunities that would be recorded as “Outbound”: - Customer reaches out directly to the AE with intent to upgrade or add licences (order taking) - AE chasing an account who is over usage (credit control) This type of activity creates the illusion that Asana has an Outbound muscle - 5x your sales team, 5x your revenue, simple, right? Wrong! The reality is that Asana has no coherent outbound GTM strategy, but because of this activity, resources are now being heavily misallocated towards expanding the sales teams, and the majority of reps are struggling… no surprises there. Your role: As an AE you will be expected to manage and grow a book of existing accounts as well as generate new business. You will be "supported" by a small team of SDRs as well as an outsourced sales company. If you get 2 meetings from these sources a week you're one of the lucky ones. If one of those meetings qualifies, you're even luckier. Naturally, with a rapidly expanding sales team, inbound leads have become extremely diluted. Rather than building a legitimate in house SD engine, the AE's are expected to be mostly self-sufficient. You'll waste a large portion of your time sending spammy email sequences into the abyss. With little to no return, this activity will quickly become soul destroying, and is potentially harmful to the customer relationship. Management: You will be led by a group of managers with minimal hands-on sales experience and zero experience selling Asana itself. They are so far removed from front line sales that it's easy for them to believe the aforementioned outbound charade. Most of them likely came from companies where this worked before, and have the simple mindset of "why shouldn't it work here?" They drive this regime forward by incentivising fake opp creation through spiffs and the infamous pipegen day. This accentuates the issue, and so the cycle of number fudging continues. If you're unfortunate with your book of business (which is more probable than not) you will quickly find yourself on a performance plan and they will make your life miserable. They'll give you cliché advice to try and get you back on track, but sadly, you are at the mercy of your accounts. Toxic Culture: There are clear favourites across the sales org that seem to have a licence to bend the rules. For example, you will see people closing large deals outside of their territory and segment size. Leadership also turns a blind eye to reps assigning unowned accounts to themselves where a revenue event has occurred. These reps will be referred to as “go-getters”, and this is an example of the ‘toxic-positivity’ that you will experience at Asana. This type of behaviour is extremely demotivating to the wider team, particularly when you are compared as like for like. Be careful calling it out though, as you may be branded as having an attitude problem. Thoughtless Quotas: Asana EMEA has blanket quotas across the sales org no matter your level or region. They're built on past performance when reps were fewer and inbounds were plentiful. Don't bother complaining about how excessive they are or asking for more detail on thow they were calculated. Any queries around quotas will be quickly deflected, along with the vast majority of other queries and concerns aired during the leadership 'ask me anything' sessions.

Advice to Management

1. Repeating old playbooks is no longer a winning strategy and Asana needs to adapt. At the very least go back to a more segmented approach to create more focus for reps. With so many broken/laborious processes creating barriers to efficiency people need focus around the actual role they are being paid to do. For example, should you wish to truly test if Asana can build a cold outbound GTM strategy, set up a pilot team focused on this. Make sure to set their quotas to 10-20k max per month. Trust me, even this number will be difficult to achieve. This will allow you to confirm or reject the hypothesis I’ve outlined earlier in this review. 2. Stop hiring for Sales - you already have more than enough talented people who can manage the available “viable” accounts + inbound flow. Give more of your current reps the chance of hitting. This will build morale, and hopefully start to foster a winning culture. Should you continue hiring, attrition will continue on the same trajectory, and will be damaging to your employer brand in the long run. Throwing more money at Sales in this case is actually counter intuitive to reaching profitability in the medium term. 3. Asana operates in a competitive space, where little differentiates the leaders. Let customer experience be what sets your customer facing teams apart from the competition. The current model is simply an email bombardment, spray and pray approach from sales which is doing more harm than good. Focus more on building and maintaining customer relationships. 4. Should you stick with the current number fudging model, however, I would recommend broadening your recruitment scope to hiring SDR’s as AE’s. They will be easier to hire and will fall in line with the current regime as they will likely know no different. 5. Advice to candidates - there is potential here should leadership make the right decisions, however, approach with caution. Should you get no indication that the issues outlined are being addressed (during the interview process), do your mental health a favour and avoid it like the plague. Trust me, no amount of money or benefits is worth it in the current state.

Nice office and good location with flexible working options possible on return to office

8 December 2021

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5 English questions out of 5

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