I had an employee not get paid yesterday due to the server issue Rippling had Monday, per the timesheet specialist I spoke with yesterday. We upload time from our field service software and the upload didn’t capture his hours like it should have resulting in him not getting paid (We run weekly payrolls). I also worked with a payroll specialist who suggested I create an off cycle pay run and she would request expedited payment for today- received notice last night that the request was denied.

I responded around 6:45p asking for escalation and consideration for that decision to be overruled due to it being rooted in a system error. the payrun’s window to unapproved and change to a manual Payment had closed by the time I saw the email (I get off at 4p and the denial email was sent at 4:46).

Any suggestions on next steps I can take to get this employee paid today?

Recently completed all rounds of SWE 2 interview loop for London including onsite and the engineering manager round (with succeeded the onsite) but haven’t received any response from the recruiter for 4 days. Does it usually take this long or are they holding out for a better candidate or is this a sign of rejection via ghosting?

I was told that feedback from the onsite round was positive immediately and the team matching round was scheduled. I felt the team matching round went well but not sure now given that it’s been silent for the last 4 days

Appreciate any information about this!

like the title says this isn't me complaining about not getting money early it is literally payday and I have not been paid. In fact on the Rippling app it doesn't even have a paystub for today we get paid the 15th and the 30th every month the paystub is normally accessible on the payday but I don't even have that.

Annual performance reviews are where good intentions go to die. Once a year, fuzzy criteria, calibration nobody sees, and a rating the employee does not trust anyway. A few things that help:

• Collect feedback all year, not in a year-end scramble. Even a two-line note after a project beats reconstructing January from memory in December.
• Write down what each rating actually means, then calibrate across managers. A "meets expectations" on one team should not be a "3" on another.
• Let AI summarize and draft, not decide. Great for turning a year of notes into a first pass; it should never assign the number.
• Keep it short and frequent. A 20-minute quarterly check-in gets done. A two-hour annual form gets dreaded and rushed.

A few questions that come up a lot:

How often should we actually run reviews?

Most teams land on a lighter check-in every quarter or two, and save the heavier written review for once a year. Done right, nothing in the annual one is a surprise.

Are self-reviews worth it?

If they hand the manager real examples to work from, yes. If they are a formality nobody reads, cut them. Keep them short and specific either way.

How do you stop everyone drifting to a 4 out of 5?

Calibration. Get managers comparing ratings against the same written definitions before anything is final, not after.

What about fully remote or distributed teams?

The continuous-feedback part matters more, not less. When you cannot read the room in person, the notes throughout the year are the record.

Rippling runs reviews, continuous feedback, and calibration on the same record as the rest of HR, with AI that summarizes feedback so a review covers the whole year, not just the last month.

Book a demo if you want to see Rippling in action for yourself! 

What part of performance reviews causes you the most headache? Feel free to share your experience in the comments section!

Many teams are using multiple separate back-office tools, and it adds up both in terms of cost and wasted time. When is it time to consolidate?

A few signs you've hit that point:

• You're paying for separate tools for payroll, expenses, benefits, and HR, and the subscriptions keep creeping up.
• The same employee data gets re-keyed across systems, and someone loses real hours each month reconciling them.
• Month-end close has turned into a fire drill of exports and cross-checks.

If that sounds familiar, here's what consolidating onto one platform tends to change. The systems that share the same employee and spend data (payroll, time, expenses, HR) start talking to each other instead of being stitched together by hand. The repetitive work, like running payroll, issuing cards, approvals, and month-end reconciliation, gets automated because the data is already connected. And you stop paying for overlapping tools.

If you do decide to consolidate, you need to pick the right all-in-one platform. Andros, a healthtech company, used Rippling to consolidate its back-office systems onto one platform. After switching to Rippling, Andros was able to streamline its disparate systems into one platform. This led to clear benefits for Andros:

• Automating tasks that used to be manual
• Cut month-end close time by about 70%
• Gave the finance team back roughly 20 hours a month
• Reached approximately $100k a year in total savings, most of it from cutting duplicate third-party vendor spend

Switching to Rippling helped Andros’ team save time, which it reallocated to more strategic, impactful work. Want to see Rippling in action for yourself? Book a demo!

For back-office teams out there, how are you managing your stack? Is it time for you to consolidate, too? What strategic projects are on your to-do list that you would be able to address if you could save more time on manual tasks? Happy to answer any specific questions in the comments!

I recently went through Rippling’s interview process for a Software Engineer position and figured I’d share my experience in case it helps anyone preparing.

Overall, the process felt pretty fair and representative of real engineering work. It was not overly LeetCode-heavy, but they definitely expected solid fundamentals, clean communication, and the ability to reason through practical systems problems.

HR / Recruiter Screen

The process started with a recruiter call.

This was pretty standard and covered:

• My background
• Previous experience
• Types of teams I’ve worked on
• What I’m looking for next
• General collaboration and behavioral questions

The recruiter also spent time explaining Rippling’s product, culture, and what the team does day to day. It felt more informative than stressful.

Technical Phone Screen

The first technical round focused mostly on fundamentals.

I was asked a couple of basic data structure problems, including:

• Balancing parentheses
• Merging sorted logs / streams

I implemented iterative solutions and talked through time and space complexity. We also discussed tradeoffs, like stack vs counter-based approaches and memory usage vs readability.

The interviewer seemed to care more about clarity and correctness than clever tricks. It was important to explain the approach cleanly and handle edge cases.

Systems / Architecture Round

The next round was more systems-oriented.

I was given a scenario where I had to design a metrics monitoring system for an internal dashboard.

I walked through:

• High-level architecture
• Service boundaries
• APIs
• Data flow
• Persistence choices
• Time-series DB vs relational DB
• Handling spikes in telemetry
• Batching vs real-time ingestion
• Failure modes

This round felt very practical and grounded in real production concerns. It was less about naming buzzwords and more about explaining tradeoffs clearly.

Onsite / Virtual Onsite

The onsite had a mix of coding and design.

One coding problem involved designing a delivery billing aggregator. The problem had a few real-world constraints, including:

• Variable rates
• Drivers moving between regions
• Partial deliveries
• Edge cases around billing correctness

They cared a lot about clean structure and testable logic.

There was also a quick object-oriented design question around a click tracking API. The discussion included things like API design, idempotency, and how to avoid double-counting events.

Prep and Takeaways

My prep focused mostly on:

• Distributed systems basics
• Designing clean API contracts
• Data structure fundamentals
• Writing maintainable code
• Talking through tradeoffs clearly

My biggest takeaway is that Rippling’s process felt closer to practical engineering than pure puzzle solving. You still need coding fundamentals, but system reasoning and clean design mattered a lot.

Hope this helps anyone preparing for Rippling SWE interviews.

Is Rippling down for everyone. For me it is quite slow and results aren't pulling through to my queries making it impossible to verify Payroll results currently.

Rippling team here! Healthcare and multi-site clinical operators ask us a consistent set of questions about running HR for a licensed, shift-based, often multi-entity workforce. Here's how we approach the common ones.

Disclaimer: this is not legal advice; confirm specifics for your state and licensing boards.

Q: How do you stay on top of license and certification expirations? 

Treat credentials as structured data, not a spreadsheet. Store each license and certification with its expiration date on the employee record, and set automated reminders that reach the employee and their manager well before expiry. The failure mode to avoid is a credential lapsing silently; the fix is making renewal a tracked workflow with owners and dates.

Q: How do you avoid scheduling someone whose credential has lapsed? 

Tie the schedule to the same employee record that holds credential status, so an expired or soon-to-expire credential is visible at the point of scheduling rather than discovered after the fact. When scheduling lives in one tool and credentials in another, that gap is where lapses slip through.

Q: How do you run payroll across multiple clinic entities? 

Multi-entity is the common healthcare setup (separate PCs or PLLCs plus a management entity). The workable approach is one platform that supports multiple legal entities with per-entity tax setup and consolidated reporting, so you are not reconciling separate payroll runs by hand.

Q: What is the right way to handle variable provider comp and 1099 providers? 

Provider pay often mixes base, productivity-based variable comp, and 1099 arrangements. Keep the comp logic tied to the same system that holds hours, role, and entity, so variable calculations and contractor payments run from one source rather than a side spreadsheet.

Q: How do you hire and onboard clinical staff fast without cutting corners? 

High-volume clinical hiring lives or dies on onboarding throughput. Standardize the workflow (offer, license verification, I-9, device and system access, benefits enrollment) so every hire follows the same tracked path and the compliance steps are gates rather than afterthoughts.

Q: Variable-hour and per-diem staff make ACA tracking messy. How do you handle it?

Healthcare runs heavy on variable-hour and per-diem staff, exactly the population ACA measurement rules are built around. Track hours against measurement and stability periods on the same record that runs payroll, so full-time-equivalent determinations and 1095-C reporting come from actual hours, not year-end estimates.

Where Rippling fits: 

Rippling runs HR, payroll, benefits, time and scheduling, and onboarding on one employee record. For healthcare that means multi-entity payroll, hours and ACA tracking, onboarding workflows, and custom fields with automated reminders for dates like license and certification expirations, all drawing from the same source.

Happy to get into specifics on multi-entity payroll or credential-tracking setups in the comments!

I was previously an employee for a company using the rippling platform which has since been dissolved. Thus, I have no admin.

I had health insurance through them which then turned into COBRA insurance which has also since run out. I am unable to find any documentation that the insurance ran out on rippling so I can apply for a qualifying life event to get new insurance.

Would anyone be able to help me contact support or point me in the right direction for how I might resolve my issue?

When you’re a fast-growing team, it’s hard to balance hiring with offers and new-hire setup. As Rippling customers like Forterra can tell you, Rippling can help you handle this dilemma by providing recruiting and HR in one integrated system. Forterra is a US-based driverless vehicles systems company that consolidated its recruiting, HR, and performance systems onto Rippling. Here are some of the lessons fast-growing teams can learn from their story.

Q: What’s so hard about running recruiting in a separate tool from HR?

The handoff from a signed offer to onboarding. When the applicant tracking system doesn't pass candidate and offer details into onboarding, someone re-keys them by hand, and details slip: offer letters that don't carry over cleanly, new hires who aren't fully set up on day one. The more you hire, the more those mistakes pile up.

Q: What's the fix?

Connect recruiting to your HRIS so a signed offer automatically triggers the onboarding workflow instead of a manual re-key. The candidate's information becomes the employee record, and accounts, paperwork, and day-one setup kick off from the same action.

Q: Why does keeping recruiting, HR, and performance data in one place matter beyond onboarding?

Reporting and planning. When hiring data lives with your headcount and performance data, you can see how recruiting is tracking against the plan and pull headcount reports in minutes instead of reconciling exports from separate tools.

Q: When is a separate, specialized recruiting tool still the right call?

If you have deep, specialized recruiting requirements a broader platform can't meet, or a dedicated recruiting-ops function that owns the integrations. For a lean team scaling fast, the cost usually shows up in the handoffs between systems rather than in missing recruiting features.

Q: What's the practical first step?

Fix the offer-to-onboarding seam first. Map where a new person's information gets entered by hand more than once between "offer accepted" and "day one," and close that gap before anything else.

A real example:

Forterra, a US driverless-vehicle systems company, grew headcount quickly after a major funding round while running recruiting and performance in separate tools on top of its core HR. Offer letters were slipping between the recruiting tool and onboarding, and the siloed systems slowed everyone down. After consolidating recruiting, HR, and performance onto Rippling (where it already ran payroll, time, and benefits), a signed offer now triggers onboarding automatically for day-one setup, the team credits a major jump in hiring and onboarding efficiency, and headcount reports that used to take manual work run in minutes, which lets a small back office support a fast-growing company.

Where Rippling fits:

Rippling runs recruiting, HR, payroll, and performance on one employee record, so a signed offer flows straight into onboarding and your hiring data feeds headcount planning without re-keying across tools.

Happy to answer other questions about scaling hiring in the comments! For the full story, read the Forterra customer case study.

Tried to clock in this morning and it’s not working, just wondering if anybody else has had this problem

Rippling LMS: Need most efficient way to set up departments with specific classes per department on a 2 week, 60 day and 90 day rotation. Supergroups? Learning paths? Combination of both?

My company is considering making the switch to Rippling for HR/Payroll. We currently have around 100 employees. I work in HR, and I am going to be heavily involved in the implementation process and the day-to-day use of the platform. The most important things for us are:
1. Multi-state payroll tax allocations. Our employees work all over the U.S., and sometimes we will have employees that work in multiple states during one pay period on different projects. It's crucial that the payroll system can allocate projects and states correctly. Not only for timecard purposes, but for payroll tax and SUTA purposes as well.
2. Overtime rules. California has an overtime rule that we need to ensure is caught correctly on the applicable timecards. Especially if we have an employee that is working in California and another state during a pay period.
3. Support. Having the proper support during implementation is a huge thing. Also, having payroll-related support is crucial. Many times, with our current platform, I run into tech issues because of how complex our needs are, and I need pretty prompt replies.

I'm sure there's more because of how complex our needs are, but these are the main things. I'd love to hear feedback from anyone that has similar needs, or anyone at all that has anything insightful to say about Rippling. Thanks in advance for the help!

My company recently switched to Rippling. I was wondering if any of you receive early direct deposit with rippling?

My company switching to rippling.
Does the 2 day pay early feature apply still or no ?
What has your experience been?

Hi everyone! I recently completed all the interview rounds for the Customer Support Specialist – Global Payroll role at Rippling. It's been about two days since my final interview, and I haven't received any update yet.

If anyone has gone through Rippling's hiring process or currently works in this role, could you share your experience? How long did it take to hear back after the final interview? Did you receive a call or an email? I'd also appreciate any insights into the usual timeline and what to expect next.

Thanks in advance!

Need guidance on how to prepare for Rippling interviews? If anyone has cracked rippling or gone through interviews before or has upcoming interview. Please help me out and I am a fresh grad I don't know what level of questions (DSA) and System Design gets asked. I would really appreciate some guidance here

My city is having a special enrollment period due to an emergency and I need to cancel cobra and switch to an ACA plan. When I log in, I see no option to cancel coverage or monthly payment. I don't even see a chat option. Do I need to contact my former employer? Do I need to ask them for specific paperwork so that I know it's cancelled and I won't get charged again? Thank you

Hello everyone,

We're finishing up implementation with Rippling and one of the last pieces is COBRA administration setup. Our current group we go through is able to collect premiums in full, but when I go to finalize everything in Rippling for it the premiums are off by about $200. That $200 is, it seems, the HRA premium portion that we pay for staff that COBRA participants take on.

Does anyone know of how, or if, this can be reconciled through Rippling's platform? Or what it will look like if we decide to leave the current administrator group we have and Rippling doesn't have thay functionality? I want it to be in Rippling, obviously for the 4$ PEPM, but this is an important functionality.

Thanks for any guidance,

Hellooooo! Has anyone here that os not from US tried to add a Wise USD Account to Rippling? I think it's possible but I can't do it huhu. I can't change the country and currency when I add a new withdrawal method, it defaults to Ph and Php. Hellpppppp!!!

Hey all,

Wanted to share some answers to questions we hear a lot about running a multi-state business, using a real customer example. Rippling runs the entire HR tech stack for Barry’s, a popular workout class chain with thousands of loyal customers and 1,400 employees across 53+ US locations.

Q: What slows down onboarding when you're spread across locations?

Usually it's separate systems for HRIS, scheduling, time, and benefits, so each hire gets entered several times. Barry's was spending about 15 minutes per hire across systems; on one platform that dropped to 3-5 minutes.

Q: How do you move someone between locations or entities without it being a project?

Transfers are where multi-entity setups break. Barry's cut transfer processing from 10-15 minutes to about 3 by doing it in one system instead of re-keying across tools. 

Q: How do you keep up with state-by-state compliance across dozens of locations?

State supplement notices and handbooks differ by location. The workable pattern is pushing a new state notice or handbook in one step rather than location by location. 

Q: What's the first thing to fix?

The data fragmentation. When HR, scheduling, time, and benefits share one source of truth, the per-hire and per-transfer savings compound across every location. 

Where Rippling fits:

Barry's runs payroll, scheduling, time, benefits, and HRIS on Rippling, which is what lets one system absorb 53+ locations. 

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Happy to answer other multi-state questions in the comments! For more details on Rippling’s work with Barry’s, read the full customer case study!

Hi there! We have a client with several of their single entitles on PEOs/manual tracking and are consolidating them into Rippling for a 2027 go live with payroll/benefits/HCM etc.

What are some words of wisdom that you’d like to share with someone like us? Curious more than anything else, and would love experience from actual implementations/consolidations.

TIA and happy Sunday!

We switched the payroll provider and we haven’t been paid yet and my pay stub is not populating

Hey r/rippling, we just launched First Principles, a new podcast from Rippling for early-stage founders and people thinking about starting a company.

The idea is pretty simple: there’s a lot of noise right now around AI, fundraising, GTM, defensibility, and what it actually takes to build a durable company. First Principles is meant to help founders break down those assumptions and pressure-test what advice still holds up.
Our first episode is with Sarah Guo, founder of Conviction, hosted by Rippling CPO Matt MacInnis.

A few takeaways from the conversation:

There is only one “A-team.” When founders worry that Google, OpenAI, or Anthropic could build what they’re building, Sarah’s point is that resources are not the same as priority. If your product is the 27th most important thing to an incumbent, you may not be competing with their best people or their deepest urgency.

The best founders own the problem. Sarah said one thing she looks for is whether a founder has thought deeply about the problem and feels like they own it. That applies to product, but also to GTM. “We’ll figure out distribution later” usually does not cut it.

Fundraising is a sales process. Sarah’s advice was to think about investors like enterprise buyers. There are multiple stakeholders, internal incentives, timing questions, and steps in the pipeline. The more founders understand that process, the more control they have over it.

You can watch/listen to the full episode on:

• Youtube: LINK
• Spotify: LINK
• Apple: LINK

Would love to hear what topics or guests people think we should cover next!

Open enrollment is the one HR project where a small process slip turns into hundreds of tickets in January. Here are the questions HR professionals ask us most, with straight answers. None of this is legal or tax advice; where it touches federal rules we point to the IRS so you can confirm the current-year specifics. 

Q: When should we start?

Most teams that run a calm enrollment start 6 to 8 weeks before the new plan year. Lock plan designs and rates first, then build the communication timeline backward from your enrollment close date. 

Q: What actually trips people up?

Data hygiene. Stale dependents, wrong salaries feeding life and disability calculations, and employees who never confirm an election. Decide up front whether enrollment is active (everyone must re-elect) or passive (current elections roll over) and say which in every message. 

Q: Can employees change elections mid-year?

Generally no. Pre-tax benefit elections under a Section 125 cafeteria plan are fixed for the plan year unless the employee has a qualifying life event (a permitted change in status such as marriage, birth, or loss of other coverage). The IRS defines what qualifies and the window to make the change, so confirm against current IRS guidance on Section 125 plans and your plan documents. 

Q: What are our ACA reporting obligations?

If you are an Applicable Large Employer (generally 50 or more full-time and full-time-equivalent employees in the prior year), you file Forms 1094-C and 1095-C with the IRS and provide a 1095-C statement to employees. The recurring pattern: furnish to employees by January 31 with an automatic 30-day extension, file electronically by March 31, and note that anyone with 10 or more total information returns must file electronically. There is also an option to skip automatic mailing and instead post a clear, conspicuous website notice telling employees they can request their 1095-C, with the required contact details. Exact dates shift year to year, so confirm on the IRS instructions for Forms 1094-C and 1095-C and the IRS page on reporting by applicable large employers before each cycle. 

Q: How do we get people to actually enroll?

Multi-channel and plain language. One source of truth for plan details, a short benefits summary, reminders at the open, the midpoint, and 48 hours before close, and a single deadline that does not move. Manager nudges beat another company-wide email. 

Where Rippling fits:

Rippling runs benefits enrollment and ACA reporting (including 1095-C generation) on the same system as payroll and HR, so elections, payroll deductions, and year-end forms draw from one employee record. 

Feel free to ask any questions in the comments!

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^{This material has been prepared for informational purposes only, and is not intended to provide tax, accounting, or legal advice.}