Skip to main content

What we can learn from employee feedback on Glassdoor! Case of Roche! One Review at a time!

When you treat Employer branding like compliance matter and auditor's observations!

Roche owns its Glassdoor page -https://www.glassdoor.co.in/Reviews/Roche-Reviews-E3480.htm

Rating of 4 and 100% approval for the CEO are two commendable achievements for Roche! Must be applauded! 

And what a lovely and responsible gesture it shows by responding to the reviews there! There is much feedback from India based staff and largely they are in their GCCs here.

Roche India GCCs drew my attention, which has set up its Global Analytics and Technology Center of Excellence (GATE) in Chennai and Hyderabad, besides they have other pharma products they offer in Indian markets.

While reading some of the responses that has been written by Roche, I was taken a back, when I found lots of weirdness.

To list a few:

1. Response has been written by Roche (See picture for Roche Response). This is as anonymous as the reviews are. At least employees are better than you Roche as they say, their title, location, stint and relationship status with Roche. Ideally response shall be coming the same way (at least) with title, location, etc. Why not CEO or CHRO or Chief of Staff responding to it? Or the Head of Employer Branding or now a days, The Chief Diversity Office for better grab?

2. This ex-Employee worked for 3 years and was a manager and the response is telling him/her what development and growth opportunities Roche provides. Either you are too late or writing response for readers an not the reviewer.

3. Reviewer has given a 5-star rating and has given all green lights to referring a friend, CEO's approval and positive belief on Roche's business outlook, but reviewer seems blinkered and ignored acknowledging any of these positives. Even his Pros appreciates Culture and Products...but robotic respondent ignores all that..

Remember, this otherwise Promotor of your NPS would turn Passive or Detractor after reading your response dear respondent (Oh, Dear Roche)

4. Now, let's see Cons: "Limited opportunity to get promoted"!

This is what prompted the respondent to in fact-educate the 3 years tenured manager and ex-employee, how Roche helps staff grow and managers have a role, teamwork matters, et al.

Well, dear respondent, why did you take this feedback as a complaint and tried defending it. It maybe not about him but as general feedback on promotion policies. Now, even if you understood that he may be unhappy with the lack of promotion opportunities, why did you mix it with the professional development. They are two very different things!

Think again, without feeling and writing word "sorry", could you respond to the review?

I am not doing any finger pointing on Roche or the team and leaders responsible for their Glassdoor page activity but feel bad when I see that many sensitive and sensible feedback have been not responded at all. Some have been responded very well and many as robotic and defensive and deflective as it could be.


Love you Roche, you can be much better here at your Glassdoor page too!

Comments

Post a Comment

Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no...
2 comments
Read more

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through...
Post a Comment
Read more

Why Organizations are so BAD at Talent Management? A curious case below..

Founded in 2019 in South San Francisco,   ProcDNA has grown 2x in 24 months....from 100 to 200 as of Feb 25th as you see the snapshot below. I was looking at their India staff data looking actively for jobs as evident on Naukri.com, a leading job portal in India. For past 30 days, 39 staff in India looking out actively. If you check for past 2 months, this number inflates to 49. Median tenure of staff here is 8 months.  What interests me are the following: 27 jobs posted on LinkedIn and 9 out of them are just repetitions. Same job posted many times (5x at times).  There is only 1 Director level job is up there as far as senior open roles are concerned. Many jobs have titles like Senior/Associate/Assistant Engagement Lead, etc.  Below are 4 senior staff in key roles who are active on Naukri.com , looking for next job.  What's wrong here? Nothing....they are just looking out...:) ....But that's a self fulfilling thought, right, especially when you are the co...
Post a Comment
Read more