Glassdoor reviews

I believe we tout ourselves as the model for employee culture and support but there are some major shortcomings. First and foremost, maternity leave. Glassdoor offers their US employees what feels like the bare minimum in terms of paid time (12 weeks). What's more, is that there is an option to extend leave with unpaid time (6 weeks) but not only is this still not competitive in terms of total time off but it creates an incredibly complex situation for your peers and manager who are left to cover your accounts. Will you come back to your former book and earning potential? That is unclear. Ultimately, you are left feeling like a burden on your teammates who have to pick up the "slack" of your accounts while you're gone. We need better support for not only the parents on leave but also for the teams and managers who are covering. Help us create a system that drives cooperation and doesn't seem to punish the person who is out and who may have to forego their current book of business for a few more weeks with their new baby. No new parent should have to make that choice. We have all discussed and acknowledged how COVID is driving women, especially mothers, out of the workforce at disproportionate rates. Glassdoor needs to walk the walk and step up supporting all new parents. Quota has come up in other reviews and it's worth repeating - it's a complete disaster. Sales quotas are re-set every quarter and distributed 45 days (yes, 45 days!) into each quarter. That means you have 45 days to find a way to hit the gap you inevitably have especially if you over-performed in the previous quarter. It is extremely challenging to work ahead and genuinely provide the client experience Glassdoor is known for when you are chasing transactions to fill a gap. Help us get back to the customer-obsessed consultants we were before this shift. Lastly, feedback. It's asked for everywhere - GLINT surveys, review reminders, in monthly review sessions tier-wide, and I very much love that about Glassdoor but nothing seems to be done with that information. As such, we as reps are stuck in this loop where there's this illusion that our voice matters, only to have comments explained away or ultimately left on the table. If you really want our feedback, please take it and help us understand how it is driving change.

Within the past year, the entire role of the CSM has changed for the worse. Stale product offerings that are hard to showcase ROI, also lead to redundant quarterly conversations with customers. Since CSMs are not trained consultants, it is very difficult to create change within customer base to showcase value of the products. Training for this is also very surface level, again we are not trained in Change Management or how to recreate and showcase a company's Employer Value Proposition. Depending on who your manager is can change your growth trajectory - some managers care and are highly involved in development whereas some take a back seat then come time for performance reviews, have no case to help you get promoted. Culture within the CS org is very negative due to the amount of change that has occurred within the past year. Everyone is burnt out and the employee engagement scores show how unhappy everyone is. Some true Glassdoor veterans have left the company and leadership doesn't bat an eye. In turn, they voice that if people want to go do less work at another company, then that's that person's problem. Leadership confuses being busy with mundane tasks with being challenged. Once you learn the talk tracks, the job can essentially be done with your eyes closed. Your day-to-day is full of deck making and calls which is easy but keeps you busy with the account load. There has been no real challenge to the role once you learn the basics.