Gallagher reviews

Some managers and senior managers need training in how to support their more junior staff. Too many times over my career here did I see new colleagues leave because they received no support from their manager. There is a very high level of staff turnover and I would say the organisation is worse than their American competitors. Gallagher need to be more upfront in their interview process to explain what type of person they're looking for rather than hire and fire. Some staff only last a few days in their role as they're often missold the role and some of us have only stayed as long as we have because we don't want to jump around jobs too often. There are severe issues, such as bullying, in certain teams and you should avoid joining them - Global centre of accounting, Legal Entity Control to name a few. The IT support is poor too. Managers encouraged working until the early hours of the morning which is shocking! Also, salaries are not kept confidential as I was shocked and disgusted to find out that everyone in the team knew how much I received.

My role gradually evolved into what was effectively team-leader level responsibility through consistent hard work, initiative, and commitment. My duties included training new hires, running meetings, coordinating team schedules, and supporting wider team operations. However, this increase in responsibility was not matched with a corresponding formal title change or meaningful adjustment in compensation. Despite annual pay increases, strong performance, and a solid educational and professional background, my salary remained aligned with new graduate joiners. While I was grateful to receive a servicing award in recognition of my contributions, the reward did not feel proportionate. I later understood that similar awards were accompanied by different forms of recognition, which added to my sense of inconsistency. Following an internal review of job titles, my responsibilities appeared to align with a more senior level; however, I was not formally notified or included in any related announcements. When I raised concerns regarding progression and pay, the responses I received did not provide clarity or resolution. In my discussions with management, I was given the impression that more significant pay progression often occurred when employees moved externally and returned with counteroffers, which was discouraging for someone committed to progressing internally through hard work, dedication, and loyalty. In my experience, internal feedback channels suggested notable levels of employee dissatisfaction relating to pay, benefits, and overall expectations. High turnover within teams created additional challenges for continuity, development, and workload stability. The cumulative impact of these issues significantly affected my wellbeing, contributing to burnout and physical symptoms of stress. While the company often promotes “the Gallagher way” and a strong culture of support, my personal experience did not fully align with those values. I would encourage prospective employees, particularly graduates entering client servicing roles, to carefully assess progression pathways, recognition structures, and support systems to ensure alignment with their expectations and long-term career goals. Hard work and dedication are important, but in my experience, they were not always matched by transparent progression or equitable reward.