AlpenGold 

Hotel 

AG

Unternehmenskultur

Over several seasons, I experienced repeated internal conflict, departmental drama and a dismissive attitude toward concerns raised by operational employees.

In the SPA environment, the recurring message was essentially that employees who did not like the conditions could leave. I personally experienced this atmosphere as toxic and demotivating.

Based on my direct experience, I would not apply again and I do not recommend this employer to seasonal cleaners, room attendants, stewards or other operational staff.

Important employment and accommodation conditions were frequently communicated late, indirectly or without sufficient written clarity.

For a proposed later-season contract, I was presented with a different job title, different responsibilities and different salary conditions without prior explanation from HR. The contract was delivered through departmental management instead of being discussed directly with Human Resources.

The same pattern affected paid leave, accommodation, rental contracts, SERAFE responsibility and internal procedures. Questions were often passed between department managers and HR instead of being answered clearly by the department responsible.

After I escalated documented concerns to corporate Human Resources, I did not receive even a basic acknowledgement.

In my experience, genuine team spirit was largely absent. The working environment was affected by gossip, cliques, internal drama, personal conflicts and a lack of trust Instead of problems being addressed openly and professionally, information often circulated indirectly between employees and managers. This encouraged further tension and suspicion Some individual colleagues were supportive, but the overall culture did not create a stable or united team

I experienced the operational workload as high and physically demanding.

During periods of lower occupancy, annual leave was communicated through department managers in a way that appeared mandatory. It was not made sufficiently clear whether the leave was voluntary, formally required or merely proposed because of reduced occupancy.

Employees should receive direct written communication from HR whenever paid-leave balances are affected.

In my experience, HR communication was sometimes dismissive, disciplinary in tone and intimidating rather than supportive.

In written communication concerning staff accommodation, I was told to stop pursuing the topic or the matter could be handled “in a disciplinary way.”

During a later HR meeting, my locker was opened with a master key, but no written inspection protocol was presented or prepared. I was told that I could face up to three years in prison because of a standard outdoor utility knife. After HR contacted the police, I was informed that the knife did not violate Swiss regulations.

During the same meeting, vulgar language was used when I explained how I had obtained copies of my rental contracts.

I do not consider this professional conflict resolution or acceptable employee treatment.

The work consisted mainly of repetitive and physically demanding operational cleaning duties. The tasks themselves offered little variety or professional development The situation in the SPA department made the work considerably worse. In my experience, the SPA was affected by constant internal drama, poor communication, unresolved conflicts and an opaque tip distribution system.Instead of being a professional and well-managed wellness environment, the department often felt disorganised, tense and exhausting to work in. The work itself was manageable; the atmosphere and management of the SPA were the real problem.