Marketing - Sales and Marketing Polaris Employee Review

1.0
15 July 2017
Recommend
CEO approval
Business outlook

Pros

Great perks, with travel to cool locations for cool events. Brand new office in Bass Creek is an excellent facility.

Cons

Polaris has changed in the last 10 years from a company of enthusiasts to arrogant corporate ladder climbers who will stop at nothing to get to the top. They don't care about other employees, the product or worst of all the customers. The entire marketing organization across the board has nearly completely turned over and how those who have been pushed out or let go have been treated (some after long tenures) is borderline inhumane. Everyone is simply a number, and there is no career development unless you are in the "good old boys" club. Human Resources is flat out corrupt and exists to serve only the people in power. Going to HR for help is a guaranteed ticket out the door. Polaris should be one of the most fun places to work in the world and instead it's a toxic, arrogant culture that spits people out who don't play the political games, no matter their experience, skill, or more importantly their passion for power sports.

Explore other reviews about Polaris

5.0
19 June 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Great company with terrific benefits. They listen to feedback, are transparent with communication and value your perspective to think as a business owner. Great work life balance

Cons

Depending on personal mobility, opportunities for advancement may be limited

2.0
18 June 2026
Recommend
CEO approval
Business outlook

Pros

Well-known brand. Opportunities to work on visible initiatives. Strong experience if you are willing to take on more than your role formally reflects. Can be a fun place to work if you're young and willing to work long hours.

Cons

Chronic mismatch between responsibility and compensation. Employees can be under-leveled for the work they are actually doing, and high-performing employees may carry senior-level scope without equivalent title progression or pay. Although Polaris uses a 9-point performance scale, advancement does not appear to function as a true merit-based system. In practice, the number of top ratings and promotions available within a team seems constrained in advance, which undermines the purpose of performance differentiation. Employees can perform at a consistently high level for multiple years and still be passed over, not because of contribution or readiness, but because of budget limits, distribution targets, or informal rotation. Recognition and advancement do not always follow performance, and compensation can be materially misaligned with actual role scope and responsibility. In my experience, the institution protects process better than it protects people.

2
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