Why are employees unhappy? What’s driving them to warn others about their workplaces?
To find answers, we analyzed over 100,000 Glassdoor reviews from 2500 companies. These aren’t curated surveys or sanitized feedback. These are real, unaided complaints and praises from employees who felt strongly enough to share their experiences. The results reveal a harsh reality: employees want growth, respect, balance, and fair pay. Yet, in too many organizations, these basics are neglected.
Glassdoor reviews are often dismissed as gripes from a vocal minority. Leaders tell themselves these reviews don’t matter. But they do. 75% of job seekers read Glassdoor reviews before applying for or accepting a role. These reviews influence a company’s ability to attract and retain talent. And if this is what employees are willing to say publicly, imagine how many more share the same frustrations but stay silent.
This isn’t just noise. It’s a roadmap for change.
Career Development: The Missing Link
In 20% of companies, employees flagged career development—or the lack of it—as a major issue. These weren’t prompted responses. They were unaided, unfiltered cries for help. Employees are warning others about workplaces where growth opportunities are nonexistent and mentoring is absent.
The reality is, career development is more than a perk—it’s a necessity. Employees need to see a future within the organization. Without it, they disengage. They underperform. They leave. And yet, many leaders fail to prioritize it, distracted by trends or shiny new tools.
Fixing this starts with transparency. Create clear pathways for advancement. Spell out what it takes to move from one role to the next. Pair employees with mentors who can guide them and offer real-world insights. Invest in upskilling programs that not only benefit the individual but also prepare the company for future challenges.
Remember the wisdom of B.F. Skinner: positive feedback leads to improvement, negative feedback leads to evasion. Too many companies focus on what employees are doing wrong instead of showing them how to grow. Positive reinforcement isn’t just kind—it’s strategic.
Leadership: The Multiplier of Success or Failure
Leadership is the amplifier of all workplace issues, good or bad. In 26% of companies, employees specifically mentioned bad management. Favoritism, micromanagement, and a lack of constructive feedback topped the list of complaints.
Bad managers don’t just frustrate employees—they destroy morale, engagement, and productivity. Yet, 85% of new managers receive no formal training. Worse, many people are promoted to management not because of their leadership skills, but because they’re well-liked or technically proficient. These are poor foundations for effective leadership.
Fixing this starts with preparation. Train new managers before they step into leadership roles. Teach them how to support, inspire, and guide their teams. Formal training programs should include practical skills like giving feedback, resolving conflicts, and setting clear expectations. Without this foundation, new managers are set up to fail.
Feedback is especially critical. According to Marcus Buckingham and Ashley Goodall in *Nine Lies About Work*, thriving teams operate on a 30:1 ratio of positive to negative feedback. For every critique, employees need 30 reinforcements to stay engaged and motivated. That’s not just a statistic—it’s a call to action.
Leaders should also cultivate a culture of gratitude. Doug Conant, former CEO of Campbell Soup, mastered this. Over a decade, he wrote 30,000 handwritten thank-you notes to employees, suppliers, and customers. Conant’s approach wasn’t about grand gestures. It was about recognizing and appreciating contributions, big and small.
When hiring or promoting leaders, consider the Mayo Clinic’s interview tactic: count how many times a candidate says “we” versus “I.” Great leaders understand that success is a team effort. They prioritize collaboration over self-promotion.
Work-Life Balance: The Burnout Epidemic
Nearly half—46%—of companies are flagged in reviews for poor work-life balance. Employees cite excessive overtime, unreasonable workloads, and a lack of boundaries. The message is clear: burnout is rampant, and it’s driving people away.
Burnout doesn’t just harm employees—it hurts businesses. Overworked employees are less productive, less innovative, and more likely to leave. Yet, many companies still push “hustle culture” and celebrate constant availability.
The solution is twofold. First, set realistic expectations. Stop glorifying overwork and start celebrating efficiency and outcomes. Second, offer flexibility. Remote and hybrid work options can significantly improve balance without sacrificing productivity.
Managers play a critical role here, too. They need to recognize the signs of burnout and address them proactively. This isn’t just about supporting employees—it’s about preserving the team’s ability to perform.
Compensation: The Number One Complaint
Compensation is the top issue for employees. In 48% of companies, low pay is flagged as a major problem. That’s nearly half. These aren’t nitpicks. These are fundamental concerns, shared publicly because employees feel undervalued.
The problem isn’t always the absolute dollar amount. Often, it’s the lack of transparency and perceived fairness. Employees compare their pay to peers within and outside the company. When they feel shortchanged, resentment grows.
Addressing this starts with regular pay audits. Identify gaps and inequities, and take corrective action. Communicate these changes openly. Employees notice when companies invest in them—and they notice when they don’t.
Fair pay isn’t just about meeting market standards. It’s about showing employees they matter. When pay stagnates, engagement plummets. Companies can’t afford to ignore this.
Actionable Recommendations: Putting People First
What’s the path forward? It’s not flashy perks or the latest tech tool. It’s a return to fundamentals. Here’s what leaders should focus on:
1. Invest in career development. Establish clear advancement paths. Fund mentoring programs. Offer upskilling opportunities that align with employees’ goals and the company’s needs.
2. Train your managers. Make leadership training mandatory for new managers. Teach them to provide constructive feedback, resolve conflicts, and inspire their teams. Remember the 30:1 rule—feedback should motivate, not demoralize.
3. Build a culture of gratitude. Encourage leaders to recognize contributions regularly. Small gestures, like Doug Conant’s handwritten notes, can have a profound impact on morale.
4. Respect work-life balance. Set boundaries. Offer flexibility. Redefine productivity to focus on outcomes, not hours worked.
5. Pay fairly and transparently. Conduct regular pay reviews. Communicate changes openly. Show employees their work is valued.
Finally, listen to your employees. Glassdoor reviews are a treasure trove of insights. They tell you what’s working and what isn’t. Use this feedback to drive change.
Tom Peters said it best: put people first. When companies focus on meeting employees’ needs, everything else improves. Engagement rises. Turnover drops. Innovation thrives. It’s not a radical idea—it’s the foundation of sustainable success.
The question is, will your company step up? Employees are waiting. And they’re watching.
