Gartner FAQ

Incredible investment in onboarding and training of new staff, lots of autonomy and respect for work/life balance, great HR benefits, full-time remote positions available, high earnings potential

Clear lack of people management training for managers

Great benefits including healthcare, pension, etc. Always opportunities to grow within your role or organisation.

Not much of a culture (after work drinks etc), this however could just be down to the team or the location of the office (random stretch of road between Staines and M25)

In the office there is a fantastic gym and free fruit.You are thrust into fantastic events which are extremely well put together. You have the opportunity to travel the world but due to long hours, you won't see much.

The majority of people I met weren't that friendly. Whilst working at a conference you are expected to work extremely long hours, 14 hours approx. You are not paid overtime hours which is not stipulated during the interview process. The interview process is long and tiresome.

Pay your staff for hours spent on-site at events or give them the correct amount of time off. I was shocked to learn some managers will let their staff have a full weekend back but other managers would only give 1 day of the 2 weekend back. Do not expect staff to work after hours, this is not healthy.

Very great learning experience, great training, very fun summer with intern events and housing stipend given.

Evaluation throughout the summer is very inadequate. The offer decision basically made by the manager and no one else, bad communication afterward regarding performance.

Rotate interns with different managers

Incredibly fair comp plan for sales, especially for Account Management group where the book of business you get handed largely defines your initial success. Comp plan has very few disincentives unlike most organizations where it can feel like comp plan is specifically designed to screw you over. If you ask and press there's a ton of opportunities and options for advancement. Company has standardized workstations with standing desks, fast computers, and dual monitors. Crazy opportunity for early-mid career people to interact with senior technology leaders that would otherwise never talk to them. Incredible learning experience with access to the depth/breadth of Gartner's research. Company is very explicit about supporting you whenever you have an issue (dr apts, vet apts, unexpected events, etc) Resources available are massive but rarely used.

Poor communication from the top down on approaches and metrics. Things change rapidly and we're agile which is great but it almost never makes it down to the floor unless you know people or constantly bug your VP/HR. Yet again, nobody knows how mid-year raises are working this year or what they're based on despite being a month into q3 A lot of new reps have difficulty grasping selling an intangible product and there's high turnover on the manager level since most promoted managers are just successful reps. Your Gartner experience varies widely based on your direct-line manager. I happen to have an exceptional one and a fantastic VP, but I know my experience is atypical. Some managers are very wet behind the ears and focused on the wrong metrics. No reason to have dial sheets when you're paying reps at least 100k a year to manage and grow high value accounts. You really need to adjust your approach based on what that particular manager wants (even though everyone sits next to everyone else). We've lost focus on delivering ongoing value to clients and a lot of reps just pitch new products quarterly instead of being invested in their accounts which turns off a lot of IT leaders from engaging. Most new people don't understand that your performance in training dictates your initial opportunity and just try to coast. You're constantly being evaluated from every level. Health insurance out of pockets can be intimidating. Gartner seeds your HSA which is great, but something that covers more would be super nice.

Read your own research on flexible work arrangements/technology approaches etc. Absolutely no reason we shouldn't have an actual CRM. Establish clear lines of communication about focus and approaches, and when thinking at a higher level shifts, tell the people executing that strategy.