Yelp is defying the turnover trend by turning employee feedback into action—and it’s keeping people around longer, says CPO
As companies face mounting challenges with retention, Yelp is moving in the opposite direction—seeing average employee tenure on the rise during what’s being called ‘The Big Stay.’
In Yelp’s most recent employee survey, 89% said they felt confident progressing in their careers remotely. And 84% reported that someone in management had shown genuine interest in their career goals.
At the center of this shift is Carmen Amara, chief people officer, who says Yelp’s approach isn’t driven by perks or nostalgia, but by sustained, structured listening—and action.
“We believe our increased average employee tenure is due to a combination of factors, including a culture rooted in intentional listening and action, and is informed by broader workplace trends,” she says.
It’s not just about ping-pong tables or Slack emojis. Yelp’s focus, Amara explains, is on translating feedback into meaningful policy changes. That means listening often and responding clearly.
“At Yelp, employee feedback is treated as an ongoing conversation that directly shapes our policies, from a continued emphasis on career development to our remote work approach,” she says.
But a longer tenure isn’t without friction. The promise of stability also raises the stakes: stagnation, burnout and disengagement don’t go away, but they do evolve. Companies now have the time and space to invest deeper in people’s careers. This requires changing how they listen. Yelp doesn’t rely solely on annual surveys. It layers listening into onboarding, promotions and even informal channels.
“While The Big Stay presents several challenges, including the risk of career stagnation, burnout and disengagement, it also brings tremendous opportunities,” she says. “At Yelp, we refine our employee listening strategy to respond to the needs of a longer-tenured workforce. This approach blends annual touchpoints — like company-wide surveys — with event-based listening during key moments, such as onboarding or role changes, as well as real-time feedback via focus groups and Slack.”
This feedback turns into programs. Amara points to new learning and development offerings, specifically designed to help employees sharpen and expand their skills where they are—without needing to jump roles to grow.
“Visible and ongoing growth helps employees stay engaged and motivated — a dynamic consistently reflected in the feedback we receive in our listening channels,” she said. “What is often labeled as ‘survey fatigue’ is actually ‘inaction fatigue,’ which is when employees stop providing feedback because they do not see tangible action from their input.”
The fix is simple: close the loop.
“We don't just ask for feedback — we communicate the change informed by their feedback,” Amara explains.
At Yelp, internal newsletters, quarterly town halls and department-level action plans are the vehicles that keep that loop from fraying. These are specific calls and responses, tied to things employees asked for: upgraded wellness benefits, revamped learning tools and manager training that’s grounded in actual employee concerns.
“This transparent connection between feedback and action is what keeps employees actively engaged in the listening process, reinforcing a culture where their voices truly shape our workplace,” she says.
Some of the most surprising results of The Big Stay came from a simple truth: people still want to connect. Even after years of remote-first work, that appetite hasn’t faded.
“We were pleased to see our highest participation rate on record for our 2025 employee survey, highlighting that employees at Yelp find value in providing us with feedback and continue to be engaged during a time where many organizations are seeing deep disengagement,” Amara says.
It turns out employees aren’t conflicted about culture—they’re asking for new ways to experience it. The rising demand for both virtual and in-person moments of connection encouraged Yelp to roll out virtual Story Slams and small group dinners.
“This feedback led us to launch new initiatives like virtual Story Slams, where employees share personal stories about living Yelp’s values, and small group dinners to overwhelmingly positive feedback,” she says.
If there’s one theme that cuts through Amara’s strategy, it’s that feedback doesn’t exist in a vacuum. People provide it because they expect someone to do something with it. And when that expectation is met, they keep showing up—on surveys, in meetings and in the work.
The Big Stay is about taking the long view and doing the hard, often unglamorous work of listening with intent, and acting with clarity.
“Throughout The Big Stay, employee feedback has also consistently emphasized the importance of professional development opportunities, including opportunities to learn from Yelp leaders across the company,” she says.
