Concerns About Workplace Culture and Management at CyberArk India - Recensione dipendente - Software Engineer presso CyberArk

1. Initial Work Environment When CyberArk started in India, it had a good work culture because most managers were from the US and Israel. The management was professional, and there was no office politics. 2. Emergence of Office Politics Under Indian Management After management was taken over by Indian employees, office politics increased significantly. Promotions, salary hikes, and career growth started to depend more on favoritism rather than employee performance. 3. Regional Discrimination There is noticeable discrimination between North and South Indian employees. Employees from Telangana receive special treatment, while North Indian employees are often ignored. Team discussions are frequently conducted in Telugu, making it difficult for North Indian employees to understand product knowledge. Despite knowing Hindi and English, Telugu-speaking employees refuse to accommodate others, creating barriers for knowledge transfer (KT). 4. Unfair Treatment in Team Contributions Employees are expected to contribute money for gifts for Telugu employees, but when North Indian employees have similar events, contributions are often denied. Special rewards, gifts, and recognition are mostly given to Telugu employees, creating an unfair team environment. 5. Biased Management and Decision-Making Indian management in Hyderabad shows favoritism towards employees from specific regions. If a North Indian employee raises a concern, it is often ignored or used against them. Senior managers based outside India are usually unaware of these internal politics and tend to blindly agree with Indian managers. 6. Micromanagement and Workplace Hostility Employees are constantly micromanaged, leading to a stressful work environment. Managers often make decisions in their regional language, excluding others from key discussions. Employees who question these practices are sidelined, affecting their career growth. 7. Unfair Promotion and Salary Hike Policies Promotions and salary hikes are not based on performance but rather on maintaining good relationships with direct managers. Employees who excel at work but do not engage in office politics struggle to get recognition. If a direct manager is from Hyderabad, they have complete control over promotions and salary hikes, often favoring their regional network. 8. Toxic Work Culture A negative work environment has developed where employees feel isolated due to regional favoritism. Employees who do not belong to the dominant regional group often feel excluded from important discussions and decision-making. Employees who speak out about these issues face retaliation, including: Poor performance reviews Being overlooked for growth opportunities 9. Lack of Transparency with Global Management When senior management visits from outside India, Indian managers do not reveal the internal issues. Instead, they distract them with: Small gifts Sightseeing in Hyderabad Lunches and dinners As a result, global management assumes everything is fine, while internal politics continue to affect employees negatively.