What is the hiring process like at Groupon?

Groupon offers an excellent work-life balance, The tech stack is truly impressive The team is incredibly supportive and talented, making it a pleasure to be part of.

The hiring process tends to be lengthy. Upper management often sticks to their own decisions and isn’t always open to feedback No OT on On-call even on weekends, lack of in-prompt decision making leads to repetitive works.

If you need something quick, they will hire anyone

The company and leadership act as if their reputation with businesses hasn't been tarnished through bad business practices and being vultures cutting out any profit for their merchants. Almost every phone call that you make, when someone picks up the moment they hear Groupon, whatever goodwill or rapport you built shuts the conversation down. Depending if, and its a big if, you make it through training, because the first meeting you have with the trainers is them covering all the ways they can fire you, then you have to contend with people who have been in the company for 5+ years that have entire regions locked down syphoning all the sales for themselves. Heaven forbid you get something that could close only to find out that it belongs to someone else, OR you attempt to close it and they come along and try to have you give them the sale anyway. Long story short, the hiring process is you start with 40+ people and by the time training is over you'll be lucky if 10 of you survive it. Avoid this place worse than the plague, because the stress and pathetic excuse for pay are not worth the time and headache.

I’ve been with the company for about a month, and I’m genuinely impressed with how comfortable and supported I feel here. From day one, the management has been approachable and considerate, and my colleagues are always ready to help with anything I need. The company places a strong emphasis on the human factor, creating an environment where employees feel valued and respected. The interview process with Martin Hanc , Lucie Bohackova and Małgorzata Brindle stood out as exceptionally smooth—it felt like a genuine conversation rather than an interrogation, which is rare compared to other employers. As a student, I deeply appreciate the flexibility they offer with working hours. They respect my academic commitments and never put unnecessary pressure on me. It’s refreshing to work in a place that understands and accommodates individual circumstances. Overall, I’m thrilled to be part of this team!

One challenge I’ve noticed is that the French team at Groupon tends to prioritize French over English, even though English is the company's dominant language. This can occasionally make communication and collaboration across teams less efficient or inclusive for non-French-speaking employees.

Fast hiring process from start to finish. Hybrid office

Low pay Bad Culture Office is really run down in Chicago and facility and building are bad. Office looks like its about readto close at any moment. They sent me virtual tour of office but it's not even the floor they are on. Company really 8s 9n it's way out and is a shell of what it once was. I was there for less than a week. Really bad and facilities manager does nothing.

None. Stay away from this company!

Day one of training, they’re already telling you you’ll be fired if you don’t pass this test. Then after you pass the test they’ll tell you, if you don’t close a contract within the first month you’ll be fired. None of this was explained during the interview process, wouldn’t have accept the offer if I knew. They “train” you for a week, and during the first week you’re thrown into the fire making calls without full understanding of the product. Low pay as well, not worth it.

I can honestly say that there are zero pros to working at Groupon.

Executive team lacks a clear understanding of how to effectively run the U.S. side of the business, as leadership is primarily based in Prague and seems disconnected from the realities of the American market. Their strategy to drive revenue growth by rapidly hiring a large Chicago-based BDR team has failed miserable. Turnover is extremely high (70+%) with most employees lasting only 4–6 weeks due to unrealistic KPIs and minimal support. The onboarding process is inadequate, and even during the learning phase, there is a strong emphasis on reasons for potential termination rather than development. Reaching OTE is highly unlikely. Commission payouts are rare, as the criteria for what qualifies as a closed deal are extremely narrow and strictly enforced per their deal guidelines. Additionally, any compensation tied to overall company performance has not been paid out for the past several years, effectively rendering that portion of earnings at 0%. This company will suck the life out of you.

absolutely nothing positive here. Leadership is clueless how to drive the company forward

The TA (Talent Acquisition) team initiated an internal campaign encouraging employees to post positive reviews on Glassdoor. Everyone was asked to share a screenshot of the feedback they submitted. Most employees complied, aiming to boost the company’s public rating. Fast forward to 2 months now — with the latest round of layoffs, a big chunk of the engineering team is now gone. Call it karma. This company has a pattern: regularly firing managers & engineers under the pretext of “redundancy” or putting them on PIP. Meanwhile, it places blind faith in AI to take over the work. Good luck hiring when your AI strategy falls apart.

Groupon’s management is undoubtedly eager and determined to turn the ship around, but unfortunately, they are making all the wrong moves to achieve it. Instead of focusing on strategies that would truly drive long-term success—such as retaining and investing in their experienced, high-performing employees—they continue to prioritize ineffective hiring practices and external management hires that fail to deliver results. The intention may be there, but without the right execution, the company risks sinking further.

Instead of investing heavily in new hires—of whom fewer than 30% successfully complete training—Groupon should prioritize retaining and valuing its tenured, experienced talent. The current approach results in excessive spending on recruiting, IT onboarding, sales training, and the inevitable learning curve associated with the sales process. Beyond that, the company incurs substantial costs on benefits, insurance, office space, and IT hardware for hires who ultimately fail to deliver a strong return on investment. The reality is that Groupon is attracting lower-tier talent, and given the churn rate, these hires are not justifying the investment. Rather than continuously cycling through new employees, leadership should focus on compensating tenured reps at or above market rate, fostering engagement, and appreciating the expertise they bring. Instead, experienced employees are often left reporting to DSMs who lack an understanding of Groupon’s inner workings. Time and again, external management hires fail to succeed, yet upper leadership continues to follow this ineffective strategy. It’s frustrating to watch the same mistakes repeated when the solution is clear—invest in those who already know how to drive results.

- Great people - Exciting job and environment - Multi-national team; funny accents - Cooperative team; always happy to help - Intensive - as a sales person, I can’t imagine working in a big corporate where you get bored. Managers are quite cool and organize a lot of competitions for us to earn different benefits. - Career options - if you prove yourself on current position, there is so many options to be promoted

- Coffee machine in the office - I’ve noticed that there is a lot of new people hired who are just not a good fit for sales job

-Work from home -Some autonomy

-Very low pay until you know what your doing and start closing deals -Huge gap between sales training, sales management, and figuring what your doing as a new hire