SciQuest Jobs & Careers

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1 day ago

Senior Consultant - EU – new

SciQuest United States

• Demonstrate advanced understanding of ASO and its use to meet client sourcing project requirements. • Deliver training and… Beyond.com


2 days ago

Account Executive, Higher Ed and Healthcare – new

SciQuest United States

SciQuest, a leading global provider of a web-based, modular suite of e-Procurement, supplier management, and materials management solutions is… Glassdoor


6 days ago

Developer- Java

SciQuest Morrisville, NC

• You are going to be an important participant in user story creation and sprint planning activities. • You will design, code, test… Glassdoor


6 days ago

Software Application Technical Writer

SciQuest Morrisville, NC

• Develop and maintain product documentation primarily used by administrators, but also by end-users, partners, and internal staff. This includes… Glassdoor


3 days ago

Manager, Customer Support – new

SciQuest Morrisville, NC

• Develop and maintain effective relationships with customers. Consult with customers regularly to identify needs and develop action plans to… Glassdoor


6 days ago

Technical Support Specialist Level 2- SelectSite

SciQuest Morrisville, NC

• Responsible for the successful technical analysis and resolution of… Glassdoor


SciQuest Reviews

69 Reviews
3.1
69 Reviews
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SciQuest President & Chief Executive Officer, Chairman of the Board Stephen J. Wiehe
Stephen J. Wiehe
55 Ratings
  1. 4 people found this helpful  

    Great place to work. Yes, there are challenges, but the grass isn't always greener...

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Anonymous Employee  in  Morrisville, NC
    Current Employee - Anonymous Employee in Morrisville, NC

    I have been working at SciQuest full-time for more than 10 years

    Pros

    Great benefits:
     - 401k with 50% match on your first $5,000 ($2,500 free money)
     - Employee Stock Purchase Plan (ESPP) with 85% buy-in on up to 10% of your base salary (essentially a 15% guaranteed return with potential for much more)
     - Lots of Paid Time Off (PTO) - after 4 full years, you accrue PTO at 9 hours every 1/2 month (that's 27 days for the year) plus 2 personal days...yep, that's one day shy of 6 weeks of PTO per year
     - Flexibility for work/life balance - option to work from home on occasion as long as you don't abuse it and are productive (yes, you're still held accountable for your job)
     - Most departments now have training budget for personal growth (this has been a weakness in the past)
     - Pay is very competitive. I’m sure this varies by department and role, but I think it’s certainly competitive. Good annual bonus payouts too.
     - Opportunity for advancement – this is all relative. Sure, it’s a relatively small company so there aren’t THAT many opportunities, but if you’re a leader, you will be recognized and promoted in accordance with your strengths.

    New Office is great...spacious...and brand new. A huge break-room with two big screen TVs and the back patio are great. Great for eating lunch in the office, but still getting away from your desk.

    Lots of Great People:
    - As with any company, there are “bad eggs” lying around, but the far majority of people around here are hard-working, smart, ethical people who want the company to be successful, and want to have fun doing it.

    Strong culture and principals…things like:
    - Feedback is a gift. Yes, there are some folks that don’t take feedback very well, but the majority of the management team genuinely appreciate feedback, even negative feedback, and will make an effort to fix the problem.
    - Have an open kitchen. I’ve interacted with every one of the senior management group and feel comfortable walking into any of their offices and talking to them about an issue. I’m sure there are others who don’t feel comfortable doing that, but it’s not because the management team isn’t approachable. For those who write that making use of the open kitchen philosophy is viewed as dissent, that’s just not true. If you have feedback for an executive, think it through so that it’s not just whining…maybe propose a solution or two. And deal in facts. If you do that, executives will listen to you.
    - Say thank you. We have quarterly “Q” Awards to publicly call out top performers, but even beyond that, it’s a regular thing around here to hear “thank you” at all levels of the organization.
    - Focus on three constituents equally…customers, shareholders and employees. OK, there are obviously times when it feels like a decision is more focused on shareholders than the other two, but more often than not, decisions are made looking at all three. Long term, if customers aren’t happy and/or employees aren’t happy, it will ultimately make the shareholders not happy, so nothing is done in a vacuum.

    Hurricanes and Durham Bulls tickets

    Annual Club Trip for top performers...I believe there were 35 or 40 names on the list from all offices who got to go. It's not just for Sales and Execs.

    Cons

    It’s too easy for underperformers to hang around too long while the rest of the folks carry their weight.

    Weak middle management in some departments. Too many are managers and not leaders. Most are not process oriented people so processes are stale and not continually improving.

    Acquisitions are tough, especially in the software world. And when acquired technology provides surprises, it’s a long and arduous process to work through to fix them. I think we’ve learned some lessons here, but it took several acquisitions to learn those lessons.

    Onboarding process needs an overhaul. It is too much of “trial-by-fire”. We have complex products that take a long time to learn and be prepared to support / implement / develop and there’s an expectation to be fully productive very quickly.

    Advice to ManagementAdvice

    Be quicker to identify the “bad eggs” and find a humane way to move on. If it was a bad hire, pay them a reasonable severance and let them go. It’s OK to acknowledge a mistake in hiring someone. Don’t let one bad hire crush the morale for an entire department while you wait 6-12 months to figure out how to let that person go.

    Be more diligent in hiring. Spend more time and money on the front end to do personality and competency testing to be more certain you’re hiring folks that are capable of the job and a good fit. You can’t bat a thousand, but we can get better in this area. And for the misses, see the point above.

    Renew the focus on data. We have a principal called Deal in Facts which seems to be less important than it used to be.

    Hire folks (especially in middle management) that are continuous improvement minded.

    Invest in the onboarding process. While I understand the competing force of getting people productive quickly, it’s clear that we have too many people who are not ready, yet they are already “in the wild” which ultimately impacts customer satisfaction and the morale of those employees who have to “clean up after them”.

    Skip level meetings: For those who don't feel comfortable sharing feedback to their manager for fear of retribution, make sure they have a safe mechanism to provide that feedback. Too many middle managers are not doing a good job, but their superiors don't know it. Skip a level and come ask for feedback, but find a way to assure that person providing feedback that it's safe and won't come back to them.

    Really, really work on establishing genuine relationships with as many folks in the company as possible. This is hard to do. It's time consuming. It won't work with everyone, but if 20% of the company has a truly genuine relationship with at least one exec team member, then they will be advocates for the exec team and it will begin to build trust throughout the organization. If Bob doesn't have a genuine relationship with anyone on the exec team, but his best buddy Scott does, Scott's trust for the exec team will have a significant impact on Bob's trust for the exec team. Work on it all the time, not just when it's convenient.

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