GLG does NOT care about your mental health, toxic culture, JUST SAY NO - werkgeversreview Senior Research Associate bij GLG

Amazing people - lots of reviews say that because it's true. You'll work with smart, genuine, hard working humans. Good benefits and perks. Interesting events and opportunities to learn. Overall, a good place to start your career!

Very fast-paced environment which definitely isn't for everyone. Lots of necessary change.

The trauma bond nature of this job does bring you to meet those people who can go on to be real friends. If you want a job to be your social circle, GLG is just the place for you. Some of the health benefits are well worth it and far above industry standard.

There is not a single aspect of the company that has not depreciated in some noticeable way over the past three years (since Gemma took the helm). - Amenities have been stripped in every office (if your office is lucky enough to have survived) without any meaninful replacements. Multiple lunches a week have turned into pizza parties, but only when internal systems break. All US offices are failing for unique reasons. - Pay has increased unilaterally in the US twice in five years, once solely through a massive reorg and realignment of role scope. Raises are now tied to highly tiered (and capped) performance evaluations. Bonus schemes shift every year to remove payout at all seniorities, and the changes are not communicated in a forum where questions can be asked. - Technology integration has been haphasard at best and destructive at worst (e.g., AI tools cannot meet basic compliance requirements for tier 1 clients at go-live date). - Senior Leadership has not had a single 30-day period go by where the full Global Head+ org has stayed the same in nearly three years. Middle management has become almost entirely EMEA-based or EU citizens as they could not be laid off unlilke their US counterparts. - Organizational structures have collapsed, with senior leaders managing multiple mismatched groups of functional or client-facing roles, either in the name of cost savings or because someone saw double-digit growth for an entirely different segment over a decade ago. - Financial health, strategy updates, and company wide updates are effectively done. Any company- or BU-wide meetings are chances for internal PR; this also explains why they stopped doing them in-person (including when they're done on in-office days). - Resource allocation prioritizes those who already have them (e.g., more SVPs went on a President's Club trip than Managers, following only Senior Leaders in headcount). - ERGs are functionally dead, with stale group chats and programming locked behind whoever was the last person on an eboard years ago. Hiring diversity has plummeted and the organization is failing to attract talent that even understands what the job is (let alone could be considered top talent for it). Every day at GLG is another day figuring out what can be squeezed every so tightly further.