Better than most major corporate jobs.

I have been with Elsevier for many years an never lacked for opportunity to advance or grow my skills. There have been times where the pace of work was extreme but strong coworker bonds helped me get through it. Overall, not a bad corporate experience.

Culture has changed for the better in recent years.

It used to be better. Cost cutting, layoffs, outsourcing have harmed company culture and quality of our products.

Good communication. Honest answers to tough questions.

They are mart, invested, interesting, and caring people.

Elsevier attracts interesting people who make awesome coworkers.

Smart, passionate, interesting, well-rounded people

Group achievements, launching new products

Our curious, intelligent, interesting people! I learn something from them every day.

Stimulating questions/ analysis. Getting to work on meaningful projects with coworkers I like.

They are smart, talented, interesting people. I always learn something from them when we talk.

My teammates and the days when we get to launch a cool new product or tool.

Doing something that makes the most of my personal skills/ experience and contributes to the Elsevier mission.

Elsevier is made up of people who are curious and interested in ongoing learning. It encourages me to try new things and stay challenged.

Lots of layoffs and reorgs recently. Drags down morale, makes people feel less safe and less comfortable with getting invested in new teams, projects.

Reward loyalty! Long time employees suffer because the only wait to get a meaningful raise in salary is to leave Elsevier. Elsevier takes my loyalty and institutional knowledge granted.

Treating employees as people first. Especially during the pandemic we were able to take time off, talk about stressors outside of work and be supported when we needed flexibility.

Elsevier's profit margin of >30% makes it hard for me to believe there is not more money for annual pay increases and promotions. Employees drive profits, not shareholders. Please compensate us accordingly.

It varies a lot from team to team, but the amount of support we give each other. Even if we have different skills we listen and try to help solve problems as a team.

The trust our team members have in each other and the way that we appreciate each other as individuals. Also that we are from many different countries and getting to share our culture and experiences.

Kumsal's leadership during the pandemic was exemplary. The whole leadership team truly put people first by offering extra leave time, flexible hours, mental health resources and honest communication about their own hopes and fears during a scary time.

Under Kumsal, there has been a focus on delivering real changes to benefit workers. In the past there has been much talk about work/ life balance and diversity but now we are seeing actual changes in hiring and HR practices.

Long time employees are not rewarded for loyalty. Stringent raise caps mean that an employee is not fairly rewarded for the amount of extra responsibility they take on as the progress through their career. Leaving is the only way to be paid fairly.

I work on a product that drives over $50M in revenue annually and carry personal responsibility for key deliverables. My compensation is not in line with the level of responsibility I have. Compensate employees in line with inflation, level of responsibility, and tenure at company.