GSK reviews

poor support for conflict management tenure takes precedent. Upper management are lacking in core people management skills. digressive conflicts are allowed to exist with no intervention. being a gross workaholic with obviuos health issues makes you a superstar!! People turn a blind eye to what they know is unethical and wrong.

GSK struggles with deeply flawed project allocation and career development practices. Projects are rarely assigned based on employee skills, experience, or long-term career growth, but rather on immediate availability. This creates a disconnect between talent and opportunity, leading to disengaged teams and suboptimal outcomes. A major concern is that visibility and favoritism overshadow actual project performance. Those who spend more time entertaining or pleasing management seem to move ahead faster than those consistently delivering results. Promotions and recognition become more about politics than productivity. While office politics exist in any organization, at GSK it often comes at the direct cost of business value and profitability. For a company that reports to shareholders, it is disappointing to see career advancement tied to “kissing up” instead of genuine contribution. This not only demotivates skilled employees but also jeopardizes long-term organizational effectiveness.