At Glassdoor, we believe in the power of creating a workplace where everyone feels represented, supported, and included. Our strategic priorities have always centered around three key pillars: helping ensure our workforce mirrors the world around us, fostering a workplace that champions inclusion and belonging, and making a lasting impact on the marketplace. As we look ahead, our vision for the future is grounded in these principles, which we believe are essential to building a better worklife for everyone.

Workforce: Our Commitment to Representation and Equity

Our FY25 Aspirations

Glassdoor’s mission to make worklife better, together begins with helping foster a workforce that is diverse and representative of the world around us. In 2020, we set specific aspirations to address representation of women and under-represented racial groups (URGs) at Glassdoor, including those in leadership and technical roles. While there is still work to be done, we’ve seen significant progress and are excited about the steps we’re taking to continue that momentum.

In particular, we’re excited about the progress made for women in tech, and women & URGs in leadership. More importantly, we’re excited about the new practices we’ve built to support inclusive hiring. We’ve also identified opportunities to support retention, which will be piloted next calendar year.

*Note: Results are based on self-disclosed data. Actual representation could be higher or lower.

**Leadership is defined as Director or above

***Under-represented Groups (URG) are US employees who identify as Black/African-American, Hispanic/Latinx, Native American, Pacific Islander, Indigenous, or Alaska Native

Promotion Equity Research

As part of our ongoing commitment to workforce equity, in 2024, we conducted a rigorous Promotion Equity Study. This deep dive was designed to assess fairness in our performance and promotion processes, with a particular focus on the impact of identity on promotion likelihood. Much like our Pay Equity Study, this analysis uses data-driven insights to evaluate demographic factors with respect to performance and promotion.

The findings were promising: the study revealed no significant differences in promotion rates based on race or gender. This is a critical step in ensuring that all Glassdoorians — regardless of their background — have equal opportunities for growth and advancement. 

To further bolster our efforts, we’ve introduced new measures to tackle potential unconscious bias, particularly during our promotion calibration processes. For example, we highlight an understanding of specific possible biases before and during each calibration exercise – and encourage all leaders to take ownership for mitigating bias. We’ve also begun to introduce bias interrupters— designated facilitators who help moderate calibration discussions thoughtfully, ensuring that all perspectives are considered and that bias is minimized. By embedding these practices into our internal processes, we are helping create a more inclusive and equitable environment where everyone has a fair shot at success.

Workplace: Building a Culture of Inclusion and Belonging

A truly inclusive workplace is one where all employees feel they belong, and at Glassdoor, we’ve been hard at work fostering a culture of openness, respect, and inclusion. A few notable initiatives have brought us closer to achieving this goal.

ERG Summit: Empowering Employee Resource Groups

Glassdoor hosted its annual Employee Resource Group (ERG) Summit in November 2024, designed to support and empower our ERG leads. These summits focus on high performance, and the importance of mindset, personal growth and connection to drive meaningful change. The Summit also serves as an opportunity for ERG leaders to engage with senior leaders, getting a “first look” at new training concepts, and offering feedback on how we can continue to evolve our company culture.

This year, ERG leaders focused on understanding the core components of emotional intelligence and self-awareness, to improve leadership impact and decision-making. ERG leads also reflected on career ownership, aligning personal goals with opportunities to drive growth and purpose in their roles. Finally, each leader created a roadmap with actionable steps and goal-setting frameworks to achieve both immediate and long-term career goals.

In the past, our ERG leaders have shared an appreciation for the opportunity to challenge ideas in a safe and productive way, and experience rich openness of discussion and different perspectives. This year, one participant shared, “It was very needed, emotionally fulfilling, inspiring, and a really nice experience that is different from our typical day-to-day.”

GTM DEI Council: Strengthening Inclusion Across Teams

In our Go-to-Market (GTM) organization, diversity, equity, and inclusion (DEI) have been top priorities for several years. GTM leaders have taken DEI efforts to the next level by launching the GTM DEI Council, a coalition of passionate managers, individual contributors, and ERG leaders. The Council’s purpose is to provide direct feedback on how to improve Glassdoor’s culture, product, and work environment through a DEI lens.

Internally, the Council has created a space for open dialogue on inclusion and belonging, offering support and cross-functional collaboration. Externally, the Council is working to find ways to embed DEI principles into Glassdoor’s products and services.

Inclusion Workshops: Fostering Everyday Champions

At the team level, leaders have begun to pave the way with Inclusion Workshops, bringing colleagues together to discuss the value of inclusion and how we can all be champions for diversity. The “Everyday Champions” workshop—hosted by our Legal, IT, Finance and Business Operations team—featured a panel of diverse voices, ranging from team leads to individual contributors, who shared their personal stories and experiences with inclusion.

These workshops provide a safe space for employees to reflect on their day-to-day interactions and how they can promote inclusivity in their daily work. This gives participants actionable steps they can take to become stronger advocates and allies. A member of the team shared their experience, noting “Celebrating our differences is more than just a nice idea—it’s essential for our success. Inclusion opens the door to new perspectives and ideas, driving innovation and pushing our company forward.”

Marketplace: Accessibility for All

Inclusivity doesn’t stop at the workplace. We’re also committed to making an impact on the marketplace, particularly when it comes to product accessibility. Ensuring that Glassdoor’s digital platforms are accessible to all users, including those with disabilities, is a key priority for us.

Our design team has made accessibility a core focus, embedding practices that ensure all components of our products are accessible. We’ve introduced measures like adding aria labels to new components—these labels ensure that screen readers can provide necessary information to visually impaired users. In addition, we’ve integrated automated accessibility checks into our design system, making it easier for engineers to identify and correct issues before they make it to production.

We’ve also introduced new brainstorming sessions that focus on how different user personas might interact with our products. For example, “How would someone unable to use a mouse engage with a particular feature?” By thinking through these scenarios early in the design process, we’re ensuring that our products are usable and inclusive for everyone.

Celebrating our ERGs

Our ERGs continue to be a force for good at Glassdoor, creating special moments for Glassdoorians to connect, learn, grow, and belong. These initiatives demonstrate our collective dedication to fostering an inclusive environment and building a stronger, more diverse community.

Some of their accomplishments and highlights include:

ADEPT: Advocates for Disability Education, Partnership Talent ERG 

Incorporating elements of our Community product, ADEPT launched its Neurodivergent Bowl, as a part of our Community feature. Glassdoorians who identify as neurodivergent – along with allies – are invited to a unique “bowl”: a safe space to discuss topics related to neurodivergence and mental health.

BUILD: Blacks United in Leadership & Development ERG

Our BUILD ERG continues to strengthen its Allyship Program, creating impactful educational sessions that help employees build meaningful allyship across the company.

GAIN: Glassdoor Asian Impact Network ERG

GAIN recently launched the Empower Career Panel Series, featuring diverse leaders from within and outside of Glassdoor – including leaders who identify as Asian and Asian American. These sessions are designed to inspire and empower employees from all backgrounds to thrive in their careers.

La Familia: Hispanic/Latinx ERG

La Familia has kick-started its Mentorship Panel Series, fostering guidance and professional development for employees, with a focus on elevating diverse voices.

PRIDE: LGBTQ+ ERG

PRIDE has kicked off an initiative exploring external best practices to ensure LGBTQ+ inclusion. Using external resources, PRIDE has begun benchmarking Glassdoor’s progress and practices and identifying ways to further support LGBTQ+ inclusion.

WING: Women in Glassdoor ERG

In collaboration with Dress For Success, WING has launched the Google Certificate Program, offering employees the opportunity to gain valuable skills and certifications in tech.

Looking Ahead: Continuing Our Journey

At Glassdoor, we know that the journey to creating a truly inclusive workplace and marketplace is ongoing. We’re committed to continuous improvement, whether it’s advancing our DEI initiatives, building more inclusive products, or creating new opportunities for all employees to thrive. Our focus on our workforce, workplace and marketplace will remain a core part of our strategy as we move toward our FY25 aspirations.

Together, we can make worklife better—for our employees and our users. And with each step we take, we’re not just building a better workplace; we’re also shaping great communities.