Atlassian

• Excellent engineering culture with talented, collaborative teams.
• Strong values around diversity and inclusion on paper.
• Competitive compensation and benefits package.
• Generally supportive team members and peers.
• Flexible work arrangements in most cases.

Significant gaps between stated DEI values and actual implementation.

Management is toxic, and ER will not help you.

Management style varies dramatically between teams, making for a very manager-dependent experience.

Frequent shifting of priorities without adequate context or timeline adjustments.

Do not ask for support past TEAM camp; it will be held against you.

Limited structured onboarding for complex roles; it's a sink-or-swim mentality.

Inconsistent management communication and unclear expectations.

Performance management can become punitive rather than supportive following APEX; it can feel subjective rather than tied to clear metrics.

Process documentation often doesn't match the reality of day-to-day work.

Can feel isolated when trying to navigate ambiguous situations.

High-pressure environment with limited patience for learning curves.

Focus on management training and communication consistency. Many issues stem from unclear expectations and communication breakdowns, rather than technical capability gaps.

Improve onboarding structure. Senior roles need more than generic orientation. Provide clear templates, examples, and staged expectations for complex deliverables.

Standardize feedback processes. Ensure all managers understand how to give constructive, specific feedback tied to role expectations rather than subjective impressions.

Communication training. Help managers balance autonomy expectations with providing adequate support, especially during transition periods.

Priority management. When strategic priorities shift, provide clear communication about timeline impacts and resource reallocation.

Process alignment. Ensure documented processes match actual workplace practices to reduce confusion.