ServiceNow reviews

I was surprised by the sheer amount of onboarding content—much of it felt repetitive across various required training modules. Additionally, the expectation that new technical hires need hands-on help to set up their computers seems like an inefficient use of Digital Technology’s time. I also disagree with the policy requiring employees to be in the office 2 days a week if they live within 30 miles. This approach doesn’t align with environmentally conscious values and fails to accommodate neurodivergent individuals who have thrived in remote environments. In-person work can introduce challenges like noise, sensory overload, and constant distractions—often leading people to compensate by working longer or taking tasks home anyway. While some employees genuinely benefit from in-office collaboration, assuming that everyone works better in person is reductive—and frankly, ableist. A more flexible, inclusive approach would recognize the diversity of work styles and needs across the company. In-office attendance should be optional, not mandated, allowing individuals to choose the environment where they do their best work.

ServiceNow does not have a track record of promoting successful individual contributors into leadership roles. Leadership hires are typically external candidates with prior leadership experience or internal leaders from other product lines or verticals. Many first-line, almost all of second-line, and every third-line and above sales leader lacks sufficient understanding of the products and how the solutions integrate. Due to the lack of leaders with a semblance of technical aptitude, the development of ICs is being crippled and deals are falling apart. Too much reliance on strong product offerings vs true selling capabilities. Additionally, sales leaders struggle in customer meetings to answer simple questions about our products, which impacts credibility. A significant number might be better suited elsewhere.