Harrah's Used To Be Wonderful To Work For - Today, Not So Much - Recensione dipendente - Manager presso Caesars Entertainment

3,0
5 nov 2008
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Very strong customer service culture that helps overcome other flaws (but that declined over my time there). Very high quality employees - very good at recruiting smart people who fit into their overarching culture. Tries very hard to work smartly and is very analytical and self-critical. Compensates pretty well compared to competitors and encourages relocation from property to property for management to keep the perspectives fresh in each market.

Svantaggi

Sets goals that are nearly unattainable, very high-stress environment as a result (it's all self-inflicted). Impossible to move up the ladder internally without an MBA from the "right" school - drives out long-term highly experienced employees into other companies. Spends to much analytic time in looking at trees and ignoring the forest. So much analytic information that it becomes too much for anybody to actually comprehend on a regular basis. Senior management always looking to "gotcha" each other and those who report to them (like it's a contest to prove how smart they are to each other by denigrating somebody else).

Esplora altre recensioni su Caesars Entertainment

5,0
23 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Great company and opportunities to move up!

Svantaggi

It is a lot of work but very worth it!

2,0
29 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Peers and teammates are supportive of each other. For a digital organization, the pay was very good but I believe they've significantly reduced salaries. Some of the managers were very good.

Svantaggi

The Caesars Digital team operated in a flat organization, where some GMs were trying to actively manage teams of 75-150 individuals. Career growth is almost non-existent as a result. C-suite management was non-existent and came from finance or hospitality backgrounds. Org success was purely tied to annual EBITDA and without understanding of how a digital/engineering organization should be run, resulting in disconnected employees (most of whom were remote), lack of scalable structure, and zero oversight.

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