Overall positive, generally good amounts of freedom to learn and branch out into new skill sets. - Recensione dipendente - Solutions Architect presso Slalom

4,0
31 mar 2019
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

A lot of flexibility in role and openness with leadership to pursue stretch roles and branch into different tech. Excellent culture if you fit in(I do). Fun outgoing coworkers with diverse skill sets and a strong desire to learn and share. If client work is stale there is always something internal to keep you occupied.

Svantaggi

Client placements can be hit or miss, slalom frequently loses transformative interesting work to larger tech firms resulting in a fair share of staff aug or limited roles, however there are very good placements out of the Chicago office, just not always enough for everyone, you will get stuck on less than desirable placements. The sales culture in upper management is good for the bottom line but at times burns lower level consultants and managers by placing them on what I’d call boring and unremarkable work for long periods of time. Culture can be cliquey and can alienate many who aren’t lucky enough to get in with the larger groups.

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5,0
25 apr 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Work life balance is great

Svantaggi

Pay for roles should be higher

1
2,0
13 feb 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

In a tough economic climate, the role still provides steady employment.

Svantaggi

The workplace environment is hostile to women. During a recent large‑scale reorganization of the data team, no women were on the planning team. After the reshuffle, many capable women who previously supervised several people were reassigned to roles with no direct reports, while men were placed into respectable leadership positions. Advancement requires submitting an application, proving competence, and presenting a business case. Strangely, if the company is already hiring for a comparable role at the desired level, that doesn't count as a business case. Female representation in senior roles is extremely low; the sole woman I’ve observed appears vastly more qualified than her male peers at the same level. The promotion and evaluation system is riddled with bias. Decisions are made in group meetings where senior leaders discuss each subordinate and vote collectively—a process marketed as “democratic.” Research on evaluation bias shows this method disadvantages minorities: they speak up less, face pressure to conform, and have their dissenting views discounted, which erodes their credibility. Moreover, evaluators tend to favor people who resemble themselves, and with upper‑management dominated by white and South‑Asian men, promotions disproportionately go to those groups. Mentoring initiatives for women exist only at an individual level. Although a formal women‑focused mentorship program is mentioned, I have seen no concrete evidence of its operation. These observations pertain specifically to the data capability; other departments may have different dynamics.

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