Ihr Unternehmen?
Basierend auf Daten aus 28 Bewertungen schätzen Mitarbeiter:innen bei Adverity die Unternehmenskultur als modern ein, was weitgehend mit dem Branchendurchschnitt übereinstimmt. Die Zufriedenheit mit der Unternehmenskultur beträgt 3,2 Punkte auf einer Skala von 1 bis 5 basierend auf 60 Bewertungen.
Nutze deine Stimme und verrate uns, wie die Unternehmenskultur deines Arbeitgebers wirklich aussieht.
Die Unternehmenskultur kann in vier wichtige Dimensionen eingeteilt werden: Work-Life-Balance, Zusammenarbeit, Führung und strategische Ausrichtung. Jede dieser Dimensionen hat ihren eigenen Maßstab zwischen traditionell und modern.
28 User:innen haben eine Kulturbewertung abgegeben. Diese Faktoren wurden am häufigsten ausgewählt, um die Unternehmenskultur zu beschreiben.
Umgang miteinanderModern
Work-Life BalanceTraditionell
Strategische RichtungModern
Work-Life BalanceModern
Strategische RichtungModern
Hast du gewusst, dass es 6 Fragen zur Unternehmenskultur gibt, wenn du einen Arbeitgeber auf kununu bewertest? Hier sind die neuesten dieser Kommentare.
Terrible. Do not work in this company. They get rid of people quietly and replace them. Dehumanising experience.
The atmosphere among colleagues was great, but depending on the manager, the environment could also become quite toxic. The team itself was what made the day-to-day work enjoyable.
Very poor overall. Most of the time it was unclear what goals we were actually working toward. I often received more information from other teams than from my own manager.
The strongest aspect of the company. The support and collaboration between colleagues were exceptional, and many people genuinely helped each other. At the same time, it is also sad that this strong team spirit is often the main reason why employees stay despite the pressure. Many people are constantly working at their limit.
There was some flexibility in organizing work schedules, but the workload itself was simply too high, which often cancelled out that flexibility.
A recurring issue I experienced is that leadership appears to respond to business challenges primarily through layoffs, rather than first focusing on thoughtful restructuring, internal mobility, or reallocating resources.
What makes this especially difficult is the lack of transparency around these decisions. Layoffs are often kept very quiet and are not openly addressed internally or externally. This creates a very unsettling and dehumanising experience for employees, especially for those who have invested several years of their time, energy, and loyalty into the company.
Instead of feeling like people are treated as long-term contributors, it can feel as though employees are quickly replaced when circumstances become difficult. Seeing new roles being posted publicly on LinkedIn shortly after colleagues have been let go only reinforces the feeling that the company prefers to hire externally rather than protect, retrain, or redeploy existing talent where possible.
Overall, the experience can leave employees feeling undervalued and disposable. In my view, leadership could do much more to communicate openly, handle transitions with empathy, and show a stronger commitment to the peopl