Great culture and people with an exciting product - Product Compliance Lead HiBob Employee Review

Culture, work/life balance, compensation and perks. It is clear HiBob cares a lot about its employees and ensuring everyone feels welcome, valued and set up for success. Customers love the product, which builds confidence when selling the platform. But what stands out the most are the little perks that really differentiate HiBob from other companies: first Friday off after every end-of-quarter, a day off for your birthday, honoring every US holiday, in-person events (sales kickoff, spring event, etc), conference attendance, generous PTO allowance (coupled with EOQ and birthday days off). Aside from all of this, the ability to exceed your OTE is incredibly attainable if you put in the work.

The US is a growing market so brand recognition, prospecting, networking, etc. is a big focus. However with that is massive opportunity. Sales cycles can be long, but that’s normal for this space. As HiBob grows, there are growing pains for internal processes and how to make things more efficient. But that can be said for any scaling org, and management is always welcoming feedback.

Fully remote environment with a lot of flexibility. Most people across the organization are genuinely kind, collaborative, and supportive to work with.

There is a continued narrative around an upcoming IPO that does not feel grounded in current market realities, especially given broader trends where even much larger, much more established companies are holding off. Stop saying it is coming...it's likely not for a very long time if ever. The product was USED TO BE highly differentiated, but the HRIS space has become much more competitive and many alternatives now offer similar or better capabilities. In the U.S. market specifically, some of the company’s core messaging around culture and DEI does not resonate as strongly with buyers as it may have in the past. Things have shifted here and companies are not focused on this anymore. Payroll was highly anticipated but has not met expectations, and its limited adoption has made it harder to position as a strength in sales cycles. Even HiBob doesn't use it's own payroll to pay our employees. From a go-to-market perspective, there are challenges in selling upmarket. The brand and product positioning is not aligned with enterprise expectations, which creates additional friction in longer, more complex sales cycles. Leadership tends to stay optimistic about these dynamics but could benefit from more direct acknowledgment of market feedback and competitive realities. It's not working in the US at all. It never really has.