Returning to Office and Roles Going Overseas - Director Gartner Employee Review

2.0
Mar 2, 2024
Recommend
CEO approval
Business Outlook

Pros

- Some flexibility to create your own schedule if you’re in upper management (Director & up) but you will be required to work 40+ hours a week to succeed

Cons

- Limited mobility for internal roles if you’re not located near an office (leadership is making it clear they want people back in offices while publishing research to the contrary) - Slow to change and to adopt augmented resources for employees; they prefer to build vs. buy tech and it’s disastrous - Love to hire failed McKinsey suits that bring the 10x / continuous improvement mindset to a level that is pushing the workforce to burnout; expecting high attrition after March bonus payouts - Below market pay; it’s better to leave the org and be a boomerang employee than to be promoted internally - Leaders do not listen to nor trust their employees; they’ve lost the human side of people management, even more so in the “post-COVID” era - If an employee quits or leaves, most teams are not getting backfills and remaining members have to pick up the extra work

Explore other reviews about Gartner

5.0
Jun 11, 2026
Recommend
CEO approval
Business Outlook

Pros

Opportunity for quick growth, great work/life balance.

Cons

You are competing with hundreds of other new grads for the same promotion.

2.0
Jun 12, 2026
Recommend
CEO approval
Business Outlook

Pros

Remote work and great benefits

Cons

Compensation consistently lags behind market standards, and the culture suffers from entrenched favoritism that undermines any sense of meritocracy. Certain managers routinely elevate friends they’ve brought into the organization, creating an inner circle dynamic that erodes trust and team cohesion. Decision‑making often feels politically driven rather than performance‑driven, and it shows in how accounts are assigned and supported. There is a noticeable lack of operational understanding at the middle‑management level, particularly around how to structure books of business that give reps a fair shot at success. The result is predictable: widespread underperformance, constant turnover, and a region where hitting quota has become the exception rather than the norm.

2
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