At PlanRadar, we thrive on pushing boundaries and challenging the status quo. We are incredibly proud of what we’ve achieved, and this inspires us to strive for new solutions, methods and ideas. Our culture is results-oriented and inclusive, recognizing that diverse perspectives contribute to making PlanRadar an exceptional company to work for.
Putting our customers at the centre of everything we do, we continuously learn to walk in their shoes.
The result?
Well, that’s often more than we ever thought possible.
#PlanRadarLife
PlanRadar is a digital platform for documentation, task management and communication in construction and real estate projects. The platform enables teams to increase quality, cut costs and realise work faster. By improving collaboration and providing access to real-time data, PlanRadar’s easy-to-use platform adds value to every person involved in a building’s lifecycle, with flexible capabilities for all company sizes and processes. Today, PlanRadar serves more than 120,000 users across 65+ countries.
Die folgenden Benefits wurden am häufigsten in den Bewertungen von 62 Mitarbeiter:innen bestätigt.
Mitarbeiter-Events
Gute Verkehrsanbindung
Flexible Arbeitszeiten
Internetnutzung
Homeoffice
Diensthandy
Rabatte
Gesundheits-Maßnahmen
Coaching
Barrierefrei
Mitarbeiter-Beteiligung
Kantine
Betriebsarzt
Betriebliche Altersvorsorge
Essenszulage
Parkplatz
Hund erlaubtPlanRadar promises an inclusive, engaging and exciting place to work. We are inquisitive minds who challenge the status quo, with a drive to change our industry for the better.
Our people matter the most, and we regularly conduct surveys and implement changes to ensure our benefits and the way we work reflects the culture that we promote.
At PlanRadar, we've got a wide range of career fields, and that's why we're on the hunt for all sorts of talents and qualifications.
But here's the common thread: we need people who take their work seriously without taking themselves too seriously. We're all in this together, ready to go beyond our job descriptions. Here's your chance to roll up your sleeves, dive in, and make a real impact.
Hilfreiche Informationen zum Bewerbungsprozess bei PlanRadar.
It all began in Vienna, our headquarters. However, since then, we have expanded our presence worldwide, with offices across the globe. If you're not located in Austria, visit our career page for detailed information about our office locations.
https://www.planradar.com/career
I believe in the product and partly in the decisions made by the management
This used to be the best workplace I’ve had so far. I genuinely believe in the product, my tasks are interesting, my team is great, and collaboration with colleagues is still strong. Until recently, I felt proud to work here.
The product itself is exciting and offers real benefits for customers in many areas. The technical development and innovative strength are strong - there is a lot of potential here.
+Kollegialer Zusammenhalt
+Fachlich interessante Aufgaben
+Modernes Produkt und grundsätzlich gutes Marktpotenzial
Some genuinely talented and hardworking colleagues.
Good product, huge market, strong positioning.
The biggest issue right now is not just “office vs home”. It is trust and credibility.
Remote flexibility was not a perk, it was a core part of the deal. Many people joined, relocated, and built their lives around it. People designed their homes around it, their routines, and their habits. Some got pets. Some moved into more expensive flats specifically to have a dedicated office room because remote work was a stable part of working here. Removing that with ...
I joined because I truly believed in the mission, and I saw in PlanRadar a place full of potential. But after joining, I’ve been surprised and quite concerned by the huge disconnect between what’s publicly promoted and what actually happens internally. There were, and there are still some incredibly talented people in the company, but many of them are either leaving or slowly giving up.
Micromanagement is deeply rooted. Trust is low, and everything runs on constant follow-ups. Environment is ...
I started there because I was fascinated by the product and saw its benefits for various industries. But it quickly became clear that a good product alone does not sustain a business. The focus was almost exclusively on selling: to as many people as possible, even those who didn't need it.
Customer service and long-term support played hardly any role. There were constantly new add-on products and internal changes, which were often ill-conceived. Decisions were made without considering the consequences ...
-Realistische und erreichbare Bonusziele definieren
-Objektive, nachvollziehbare Performance-Kriterien einführen
-Persönliche Sympathie aus Bewertungen und Entscheidungen herausnehmen
-Überstunden und Zusatzverantwortung anerkennen
-Remote-Vereinbarungen respektieren und Präsenzpflichten überdenken
-Feedback aus Surveys ernst nehmen und sichtbar umsetzen
-Attraktive und zeitgemäße Benefits einführen
Culture is more than slogans. It’s what leadership does when employee feedback conflicts with control. The back to office policy decision has already damaged morale, trust, and engagement. People will start leaving within months, and many who stay are disengaging. Unless leadership course-corrects, the company risks losing the very culture that once made it special.
Benefits should be much more extensive than they are. We have a lot of events for employees but no annual pass for Wiener Linien, which is now offered by almost every employer. The only benefit right now, with the new home office policy taking away flexibility, is the fruit and snacks.
Immediately rethink the 4 mandatory office days mandate. If collaboration is the goal, use a team-based approach (for example 2–3 days), and let managers and teams define what actually supports their work. A one-size-fits-all global rule is not how modern tech organisations operate.
Remove the 5 mandatory office days performance link. Handle performance through clear expectations, coaching and measurable outcomes, not through commuting. Presence is not a performance management tool.
Introduce real flexibility mechanisms. Allow limited “banking” of remote days ...
Der am besten bewertete Faktor von PlanRadar ist Kollegenzusammenhalt mit 4,5 Punkten (basierend auf 28 Bewertungen).
When you let the colleagues organise their own meet ups instead of forcing everyone to come to the office four times a week, it's actually lovely. Great personalities all around.
Shared experiences during daily business contribute towards bonding between colleagues. Everyone is aware that things are going south, so people are looking out for each other. Humanity seems to not be a totally lost cause yet.
Der Zusammenhalt unter Kolleg:innen ist gut und stellt einen der positiven Aspekte dar. Unterstützung findet vor allem innerhalb der Teams statt und weniger durch formale Strukturen oder Führungskräfte.
The people and teams are the strongest part of this company. Shared frustration has actually increased solidarity among colleagues. For many, this is the only remaining reason to stay.
It's trauma-bonding
Der am schlechtesten bewertete Faktor von PlanRadar ist Kommunikation mit 3,7 Punkten (basierend auf 27 Bewertungen).
Top level management only communicating when there's something positive to communicate. Harsh, unpleasant news are pushed on medium level management to deliver. Avoiding transparency on the regular, and often just talking extensively without saying anything meaningful. Talking about "every voice counts" and "being employee centric" and "our feedback matters" but then proceeding to force a home office policy on us that is wildly unacceptable to majority of the employees, and not giving a damn about our feedback.
Kommunikation erfolgt aus meiner Sicht überwiegend von oben nach unten. Mitarbeitende werden zwar um Feedback gebeten, etwa im Rahmen eines Engagement Surveys, jedoch habe ich nicht den Eindruck, dass dieses Feedback in konkrete Verbesserungen übersetzt wird. Kürzlich getroffene Entscheidungen stehen sogar im klaren Widerspruch zu den geäußerten Rückmeldungen.
Communication from the top is very unclear and there is no set strategy to communicate from top to bottom, although the company is said to have flat hierarchies there is still the middle management that has to break unfavorable news to their teams and you can tell they are ill-prepared and uninformed about major changes that will affect their teams.
Leadership seems deeply afraid of overloading people with information. To handle this problem, apparently it was decided to communicate barely anything. If you need information to do your job, you better prepare to hunt it down on your own.
Karriere/Weiterbildung wird mit durchschnittlich 3,7 Punkten bewertet (basierend auf 23 Bewertungen).
Opportunities exist, but career development often feels slow and unclear. Development plans take a long time, progression is inconsistent, and in the current climate many employees are questioning whether long-term growth here is realistic. Motivation to invest extra effort has noticeably declined since trust in leadership was damaged.
Growth exists, but it is slow and inconsistent. Development plans are unclear or take too long. The motivation to go above and beyond drops fast when trust and fairness are questioned. You get only promoted if the top level likes you, not if you perform well. So they want you to "agree and shut up".
Practically non-existent. There are no real career paths or training opportunities; personal growth depends entirely on your own initiative, not on any company support.
There are opportunities to grow if you come in at the right time
Some colleagues left waiting on a development plans, others who get development plans say they are too long (6 months-1 year); there is some room for development in a role but not much. The company pays for different courses for personal development but the employee has to request them. German courses are offered for those who relocate to Vienna.
