When I recently shared findings from SHRM’s 2024 Global Workplace Culture report on social media, I didn’t expect the floodgates to open. But with over 250 raw, emotional responses, it became clear that workers are desperate to be heard about the real state of workplace culture.
The timing is painfully relevant. According to SHRM’s research, while 82% of executives rate their organizational culture favorably, only 47% of individual contributors agree. This staggering 35-point gap helps explain the visceral reactions in the comments.
“Even when you really like your job and employer, the commute and hours take a toll,” shared one commenter, echoing SHRM’s finding that 30% of workers globally report being burned out. Another noted: “The cognitive drain for performing for surveillance is so bad for me,” highlighting the human cost of cultures built on control rather than trust.
The comments paint a stark picture of workers struggling with basic needs – exactly what SHRM identified as critical cultural elements:
1. Honest and Unbiased Management
“Treating people with dignity and respect has been proven to be profitable. They still won’t. They are happy to pay more to hurt us because it makes them feel powerful,” one person observed.
2. Civil Behavior
“I’m SO tired of the performative BS and wearing/switching my facade. By this point I should’ve won an Oscar for all my acting,” wrote another, speaking to the exhaustion of navigating toxic workplace dynamics.
3. Meaningful Work and Opportunities
“We can’t care about each other or doing better if we’re concerned with our food and shelter,” one commenter noted, echoing SHRM’s finding that basic security must come before higher engagement.
4. Open Communication
“Had to be in the office today for ‘optics’ for the higher ups since i work on their floor….. not one of them were there today but i was 🙂” – highlighting the breakdown in authentic dialogue between leaders and workers.
5. Empathy
“Not to mention all the people that come to work sick because they used all their sick time on their kids, or it’s blackout, or using your entitled time is frowned on,” shared one person, speaking to cultures that prioritize policy over people.
What’s particularly telling is how the social media responses align with SHRM’s data showing that among employees in poor or terrible workplace cultures, the top reasons for leaving include poor management (54%), unfair treatment (54%), and lack of empathetic leadership (47%).
The message is clear: The gap between how leaders perceive their workplace cultures and how workers experience them isn’t just a statistical curiosity – it’s a crisis of disconnection that’s actively harming people’s wellbeing and organizations’ success.
For leaders reading this: These aren’t just complaints. They’re canaries in the coal mine, warning of deeper systemic issues that affect productivity, retention, and ultimately, business success. The question is: Will you listen before it’s too late?
After all, if you’re among the 82% of executives who believe your culture is working well, but less than half of your employees agree, something has to change. And that change starts with closing the listening gap between the corner office and the frontlines.
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