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Mission: To help people everywhere find a job and company they love.
Today, Glassdoor is honoring its Hispanic and Latinx employees by celebrating National Hispanic Heritage Month. Hispanic Heritage Month honors the long and important presence of Hispanic and Latinx peoples in the United States. It began as a week-long celebration in 1968 until 1989 when it became a month-long celebration. So, this month at Glassdoor, we endeavor to celebrate, educate, and embrace the culture of all Hispanic/ Latinx Glassdoorians across the globe. In addition to celebrating National Hispanic Heritage month, LaFamilia, Glassdoor’s Hispanic and Latinx employee resource group, plans to launch several company-wide events to educate employees on the nuanced beauty of the Latino culture. Read more on our blog!
We believe that greater transparency is better for everyone. That's why, on a quarterly basis, we're committed to publishing detailed Pulse Survey Results collected directly from our employees. Included in these results are personalized responses to each employee comment from members of our senior executive team. We believe that publishing Pulse results, and other surveys like it, is essential toward ensuring we create meaningful experiences for our employees and a workplace where people can build their careers and love their jobs. You can read our latest Pulse Survey Results by clicking the link below:
Here at Glassdoor, we’re on a mission to help people everywhere find a job and company they love, and we look for hires who want to join us on that journey.
This means the chance to join a late-stage, well-funded and high-profile start-up where you’ll be part of creating, selling and marketing products and experiences that help millions of monthly users gain insights about hundreds of thousands of companies globally.
Ours is a culture where you’re empowered to be amazing at work and life. We are built on transparent and authentic leadership teams who inspire, encourage and respect you. It’s a fast-paced environment with plenty of exciting opportunity for personal and professional growth. Join us to be part of a company where you can learn, thrive and make a difference.
Nearly a decade in and we’re just getting warmed up. We believe in helping our employees grow and are making significant investments in training to help our people grow - in a variety of ways. Join us and discover daily opportunities to innovate and grow personally and professionally. You’ll work alongside smart, supportive team members who aim to win and respect one another along the way. Our culture is built upon transparency, a value we hold dear. We address and work through issues openly and fast. We celebrate our wins, love our work and care deeply about our clients and each other. When you get the chance to join a late-stage, well-funded and much-loved tech company, we hope you’ll take it.
Walking through the doors at each Glassdoor location, the view may be different but the feeling is the same: pride.
We’re go-getters who feel passionately about our mission and are pushing forward with full steam to seize it. Every department and office location has a buzz of energy as we excitedly help move the business forward and look for ways to improve, innovate and disrupt our industry. Working at Glassdoor means collaborating with incredible people, blazing trails, and continuously challenging yourself and others to lead from the front. We’re certainly not perfect, but we do our very best with a high level of integrity and continuously learn and adapt. We believe everyone has a voice and place high level importance on treating each other with mutual respect.
We embrace emotional intelligence here, and that means hands-on training to develop the tools you need to connect with colleagues through relationship building and constructive dialogue. Our employees also receive three days a year just to volunteer, and while benefits like 100% paid health premiums enhance the experience, it’s the work we do and the people we work with that we like best.
Glassdoor launched in 2008 and has fundamentally changed how people search for jobs and how companies recruit top talent. We are one of the largest and fastest-growing job sites in the world set apart by free and anonymous reviews, ratings and salary content to help job seekers like you find the job that’s right for you. We help companies recruit through to help them attract highly informed candidates at scale.Our founders are also behind Expedia and Zillow. We are a private company and have raised approximately $200 million from Google Capital, Tiger Global, Benchmark, Battery Ventures, Sutter Hill Ventures, DAG Ventures, Dragoneer Investment Group, and accounts advised by T. Rowe Price Associates, Inc. and others.Join our global team of nearly 700 employees remotely or across offices in multiple locations.
I worked at Glassdoor full-time (More than 3 years)
I learned more and achieved more in my time at Glassdoor than I did anywhere else I have worked. Amazingly, one of the worst things about Glassdoor made me a stronger sales professional than I ever thought I could become. I suppose I can address those things in the cons section - so there’s your stay tuned.
Selling Glassdoor is one of the hardest sales I have experienced. I genuinely believe that if you can sell Glassdoor, you can sell almost anything. That belief will serve me and my 300 laid off colleagues very well in their search for their next play.
I will be forever thankful for the amazing friends I made at this company when it still existed as the Glassdoor we knew. Even though that company absolutely died stone dead on May 7th, it felt like a special place. The people on the floor are what made it special.
We carried this place on our backs. Invested years of emotional labor in ourselves, our teammates, and our direct reports. We cared more than anyone should have about a company that sells pictures and videos to people for 1000s of dollars.
The number of truly talented and wonderful human beings that I worked with and are now unemployed is staggering. I cannot express just how badly Glassdoor messed up by letting these people go.
The reason I was able to achieve even one thing at Glassdoor, is because there is no standardized sales process nor a true enablement team. A sales rep has to hope for a leader who knows how to sell, and that rep had better be a curious person who wants to learn and be willing to lean on your peers.
Glassdoor is such a difficult sale with prospects usually upset about ratings, calling it a “rant site”, saying people don’t look at jobs on Glassdoor, claiming users just want to see negative reviews. Those preconceived notions were very hard to sell against.
Thankfully, with the help of my great colleagues, I was able to develop my own sales process that helped me overperform and begin seeing success.
Eventually, mastering that process and building great internal relationships allowed me to get into leadership where I truly got to see the stunning level of incompetence and miscommunication up close.
I’ll try and go department by department.
I would post a gif of a tumbleweed for sales enablement if that was allowed. We were each other's sales enablement team. Ironically, not having a true sales process - one where someone can ask “What is the Glassdoor sales process?” and get a very quick, short, concise answer - is what forced me to fend for myself and learn to sell. Enablement was really good at delegating what should have been their responsibilities to the reps and managers. They were also great at being able to string together what few sales events we did have because there was very little budget pretty much constantly.
Why didn’t Glassdoor commit to building a world class sales enablement team and roll out a standardized sales process for reps and managers to follow? I’ll never know. But they’re still employed so they must be doing something right.
The product itself barely changed in four years. Eventually prospects will stop falling for “we have more traffic this year” when they ask what’s changed since the last time we tried to sell them Glassdoor. Once every year, the product team would tell us about very small changes they were planning to roll out at some point within the next five years. I can’t wait to see the color of the button in 2027.
I’m not sure where to start with Sales Development. The name of the org is Sales Development. Develop sales reps. Nurture them. Don’t bully them into low paying jobs that are somehow even harder and more work than hunter and growth roles.
The SDR org was a total mess that rewarded good SDRs by “promoting” the most promising inbound reps into a tier where high Enterprise reps belittled them, refused to flip their meetings, and blamed them for any shortcomings that they refused to do anything about themselves.
The amount of amazing AEs that came through that org did so through their own sheer will and talent, and frankly not knowing their own value - because these reps could have been making 2x the pay at literally any other sales company.
Sales ops is rough at almost every company but I cannot fathom a more inept ops team than the one we had at Glassdoor. Their hallmark was consistently building out nonsensical books, bizarre quotas, and never, ever, ever doing any data refreshing. Here’s an idea - consult the actual front line reps before building out plans that 70% of the reps are going to miss. They finally managed to bring in one very awesome person, who we all loved, and I hope she still has a job. I can’t say her name but anyone reading this knows who I’m talking about. Wingman of the Year and well deserved.
Senior Leadership, I just wish I could understand what value you bring. It honestly feels extremely silly that all of the conversations about promotion paths, job families, and arguing attainment vs. competence were something that occupied so much of our time and energy - and they just took it away from us with a snap of their fingers. When I say senior leadership, I mean sales senior leadership. And I mean VP level and up. I could not have asked for a better director who cared more about our people - but above the director was miscommunication, non-communication, false promises, and patchwork solutions. You and ops combined to set us up for failure. A fiscal year where less than 30% of reps and managers were able to hit quarters. The rep participation rates quarter over quarter were shameful.
Was it the business or the product? It damn sure wasn’t the people - the managers and reps worked tirelessly to try and bring success to an organization that consistently underpaid and undervalued the talent they had. And now we’re all gone. What a shame.
The CEO. Where to begin. When I started at Glassdoor we had Robert. And while Robert wasn’t the business person some CEOs are, Robert was a human being. He spoke his mind. He spoke with conviction. He was entertaining. I found myself wanting to work for him. That’s the very least a CEO can be. When he spoke, everyone listened. At sales kickoff, he was a highlight every year. He even came out to get drinks with the sales team despite his insistence that “sales people are the absolute worst.” Robert, cheers man. I hope you’re enjoying time with League of Legends - but when the decision was made to sell to Recruit, it seems like the writing was on the wall.
Enter Christian Sutherland-Wong. When he wasn’t talking about his mum in literally every single all hands address, he was hiding. I don’t know where - maybe hanging out with Indeed executives. He showed up to the Chicago office maybe 2 or 3 times total in his entire tenure as CEO of what used to be Glassdoor. He showed zero ability to command an audience, bragged to us about inventing LinkedIn’s corporate culture when he was there, and did not remotely understand what we do on a daily basis. It’s no surprise he was able to make the call to fire all of us so quickly.
I remember (maybe 3-4 months ago) when he came to Chicago to speak to our sales team as we trained our reps how to effectively reach out to CEOs at companies in our books. He stumbled his way through a couple sentences of complete gibberish before exiting the room to a bunch of confused faces. He then came back and read off some words that seemed like they were straight off a marketing slide. He was always saying “people need us now more than ever” as he was putting GD on a hiring freeze of its own and eventually, swiftly, and without warning liquidating the jobs of 300 talented, wonderful people.
Not more than a month ago, Christian told us that this was the beginning of our journey of becoming the best tool in the world for job seekers. Either he didn’t know that this was coming, while COVID was already in full swing mind you, or he’s just a liar. Either way the lack of transparency at a company that stresses transparency for OTHER companies has forever been shocking. CEOs are supposed to be able to navigate current times and be able to set up a company for the future. Apparently asking Christian to look a few weeks into the future was too tall of a task.
He’s had a very eventful run as CEO of what used to be Glassdoor. If his mission was destroying a company in less than a year, then kudos to you my friend. Job well done.
Advice to Management
The management I had is now unemployed.
For those of us now gone, I promise you the skills you’ve gained from having worked here and sold this solution will serve you very well in your new roles.
Glassdoor is absolutely gone. Everything is different now and I’m sure the name and website will be gone sooner rather than later.
One of my final memories is a video called We Are Glassdoor that was snippets of testimonials from many of the great people who are no longer employed there. That was the same day that our wonderful CEO rolled out brand new company values. One of those values was Good People.
Congrats again on the success, Christian. You’re crushing it.
Started out with 2 phone interviews, made it to the 3rd interview out of 4.
3rd interviewer told me that neighborhoods around him were burning down from wildfires, so I asked if he wanted to reschedule the interview, but he insisted on doing it then. This demonstrates pretty bad judgment in my view, along with the fact that he literally could not articulate the priorities of his own team and product.