- Equilibrio entre trabajo y vida personal
- Cultura y valores
- Oportunidades laborales
- Remuneración y prestaciones
Misión: Ayudar a personas en cualquier lugar a encontrar un empleo y una empresa que les encanten.
In a June blog post, our CEO Christian Sutherland-Wong stated, “to date, Glassdoor has not done enough to fight racial inequities in society or to proactively foster a higher level of diversity and inclusion within our own company.…Going forward, we will focus on driving transparency on diversity and inclusion in the workplace." Supporting our employee resource groups is part of this commitment to grow diversity and inclusion at Glassdoor. Read this behind-the-scenes perspective from Laura Graham, Sr. Visual Designer at Glassdoor, detailing the lessons she learned creating our new ERG logo system.
To celebrate National Hispanic Heritage Month, Glassdoor will highlight several influential employees within the Latinx community across the marketing, engineering, product, and workplace experience verticals throughout September and October. These leaders are diverse, passionate, and driven, and are incredible examples of how the Latinx community isn’t monolithic. This week, read a Q&A with our Director of Engagement Marketing at Glassdoor, Teresa Alamaraz!
En Glassdoor, tenemos la misión de ayudar a las personas en cualquier lugar a encontrar un empleo y una empresa que les encanten, y buscamos profesionales que quieran unirse a nosotros en esta jornada.
Esto significa tener la oportunidad de unirse a una startup consolidada y de alto nivel, donde harás parte de la creación, de la venta y del marketing de productos y servicios que ayudan a millones de usuarios a obtener información valiosa sobre cientos de miles de empresas en 190 países.
Formamos equipos con líderes transparentes y auténticos que inspiran, incentivan y respetan a todos los profesionales en un ambiente dinámico con muchas oportunidades para el crecimiento personal y profesional.
¡Únete a nosotros para hacer parte de una empresa en donde podrás aprender, prosperar y hacer la diferencia!
Son tiempos complicados para todos. Tanto si te estás adaptando a un nuevo ritmo de trabajo en remoto, lidiando con la incertidumbre de perder tu medio de vida, o trabajando duro para comunicarte eficazmente con tus empleados, Glassdoor está aquí para ayudarte.
Mientras haces frente a esta situación, esperamos que nuestra Biblioteca de recursos sobre el COVID-19 te sirva de ayuda.
Recursos para empleados:
Recursos para las personas que buscan empleo:
Recursos para empleadores:
Para obtener más información relacionada con cómo empleados y empleadores están respondiendo al Coronavirus, basada en las tendencias que estamos viendo en Glassdoor, por favor consulta el Grupo de investigación sobre temas económicos de Glassdoor.
¿Qué está haciendo Glassdoor para proteger a sus propios empleados durantes esta crisis?
La prioridad principal de Glassdoor es la salud y la seguridad de nuestros empleados. A medida que el coronavirus COVID-19 evolucionaba y se convertía en una preocupación global, Glassdoor tomó la decisión de pedirle a todos los empleados que trabajasen desde casa hasta nuevo aviso. Nuestro objetivo es minimizar el riesgo para los empleados y ayudar a reducir la probabilidad de que el virus se extienda a nuestros empleados, sus familias y las comunidades donde operamos.
Glassdoor ya tiene casi una década y estamos apenas calentando. Estamos haciendo una inversión significativa en entrenamientos para ayudar a nuestro personal a desarrollarse de diversas maneras. Únete a nosotros y descubre oportunidades diarias para crecer personal y profesionalmente.
Trabajarás al lado de profesionales inteligentes y atentos que desean llegar a la cima y que se respetan entre sí a lo largo del camino. Nuestra cultura es construida sobre la transparencia, un valor que es fundamental para nosotros. Lidiamos con los problemas de manera abierta y rápida. Celebramos nuestras victorias, nos encanta nuestro trabajo y nos preocupamos profundamente con nuestros clientes, usuarios y colegas de trabajo.
Entrar a cada una de las oficinas de Glassdoor en el mundo puede proporcionar una visión diferente, pero en todas sentimos lo mismo: orgullo.
Somos emprendedores apasionados por nuestra misión y estamos avanzando a todo vapor para conquistarla. Cada departamento y oficina tiene un ambiente enérgico, con profesionales animados que ayudan a impulsar el negocio y que buscan maneras de mejorar e innovar en el sector.
Trabajar en Glassdoor significa colaborar con personas increíbles, abrir caminos y desafiarse constantemente a uno mismo y a otros. Es claro que no somos perfectos, pero damos lo mejor con un alto nivel de integridad - y aprendemos y nos adaptamos constantemente. Creemos que todos tienen derecho a su voz y es muy importante que nos tratemos con respeto mútuo.
Nos apoyamos en la inteligencia emocional, y eso se traduce en entrenamiento práctico para desarrollar las herramientas que necesites para conectarte con tus colegas a través de la construcción de relaciones y de diálogos constructivos.
Glassdoor fue lanzada en 2008 y cambió fundamentalmente la manera en que las personas buscan empleo y cómo las empresas reclutan los mejores talentos. Somos uno de los mayores sitios web de empleo y reclutamiento del mundo, y nos destacamos por millones de evaluaciones y perspectivas internas de funcionarios, para ayudar a profesionales como tú a encontrar el empleo adecuado.
También ayudamos a las empresas a contratar candidatos bien informados en gran escala a través de soluciones efectivas de reclutamiento, como publicidad de empleos y productos de branding del empleador.
Somos una empresa privada y recaudamos aproximadamente US$ 200 millones de Google, Capital, Tiger Global, Benchmark, Battery Ventures, Sutter Hill Ventures, DAG Ventures, Dragoneer Investment Group e de contas da T. Rowe Price Associates, Inc. y otras.
En 2016, Glassdoor adquirió la empresa brasileña Love Mondays, que tenía sitios web en Brasil, Argentina y México. Las dos empresas se integraron en junio de 2019, y como parte de esa integración, los empleados de Love Mondays ahora son funcionarios de Glassdoor.
¡Sé parte de nuestro equipo global de casi 700 empleados que trabajan remotamente o en oficinas localizadas en varias ciudades del mundo!
Trabajé en Glassdoor en tiempo completo (Más de 3 años)
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.
Recomendaciones para el equipo directivo
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.
Me postulé en línea. El proceso me llevó 2 semanas. Acudí a una entrevista en Glassdoor en junio de 2019.
I had an initial phone screening with a recruiter, then a 30 min phone call with the hiring manager. I was then passed through to the 3rd round - a mock sales renewal pitch.
Preguntas de entrevistas