Databricks reviews

Databricks has hired about 6,000 employees since I started several years ago. I don't believe my experience at the company is common for field engineers. I cannot leave Databricks fast enough. The only thing keeping me at the company was my RSUs, but the potential windfall from RSUs isn't worth the stress and misery at work. Let me give you a snapshot of the last six months: 1. Peer was told he was being put on a performance plan, and he needed to find a new role. He wasn't given any paperwork. He reached out to HR only to learn he wasn't on a plan at all. His manager fabricated the whole thing. Manager was not terminated. Team member was moved to new group. 2. A female team member calls me one day to say HR is investigating her boss because of a sexual harassment claim stemming from a dinner we attended. She told me I would be contacted by HR to share my version of what happened, and not to disclose she reached out to me. HR never reached out. 3. My manager joined my first customer meeting, which was at a well recognized company. We were meeting with their VP of Data and Strategy who happened to be a woman. My male manager explained the value of the platform to her with the analogy of "baking a cake for your husband". I was asked he not be a part of future meetings. 4. Forget taking vacations or sick time. One of my account executives went to my manager while I was on vacation to cover a call. My manager responded, "I'm good at assigning accounts and filing [overlay requests]". 5. My manager NEVER gives me performance feedback. When I ask for feedback, I'm told everything is fine. I get to my review, and I get all sorts of constructive feedback. And, you can't switch teams or roles unless you're exceeding expectations. Its this sadistic way to trap you in a position you hate. 6. I've been on the phone with colleagues either crying or irate, shaken by a call with their manager. Except for semi-annual employee surveys. I have never been asked for my point of view on the company or team. From my vantage point, you keep your mouth shut and work or they have a pipeline of applicants ready to take your place.

Databricks has a reputation for speed, but under the surface, the environment is disorganized, unstructured, and often toxic. Employees are frequently asked to deliver without clear ownership, direction, or defined success metrics. Priorities shift constantly, but teams are rarely aligned or given time to reset. Instead, individuals are expected to absorb the confusion and keep executing, even when roles and objectives are unclear or constantly changing. One of the more troubling patterns is how employee exits are handled. In some cases, employees are told they can either accept a severance package or "do a presentation" —where if even one person in a panel is not satisfied, they are immediately let go without severance. It sends a message that speaking up or seeking clarity is risky, and it creates fear instead of trust or accountability. HR plays more of a policy and compliance role than a true advocate for employees. When people raise concerns about unclear direction or inconsistent management, they’re often met with vague responses or redirected elsewhere. There’s no structured process for feedback, development, or resolution. Burnout is widespread. Many employees are doing the work of multiple roles without additional support, and leadership rarely acknowledges the toll that pace takes. At times, people are praised one week and sidelined the next without explanation or documentation. There’s no process for course-correcting or realigning—just abrupt shifts with little transparency. Much of leadership operates with outdated, top-down management styles. Coaching and development are lacking, and people leaders are not held accountable for how they manage their teams. The burden to “figure it out” falls entirely on ICs—even when strategic direction is unclear or contradictory. Psychological safety is low. Asking questions or seeking alignment is sometimes seen as resistance rather than engagement. For a company with such strong momentum in the market, the internal culture is far behind. Without serious investment in people leadership, transparent feedback systems, and clarity around roles and expectations, this environment will continue to burn out good talent and quietly push people out.