7 Bewertungen von Mitarbeiter:innenkununu Prüfprozess
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7 Mitarbeiter:innen haben diesen Arbeitgeber mit durchschnittlich 3,3 Punkten auf einer Skala von 1 bis 5 bewertet.
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7 Bewertungen von Mitarbeiter:innen
Great Technology, Broken Leadership – The Best People Are Leaving
Ex-Angestellte/r oder Arbeiter/inHat bis 2026 für dieses Unternehmen in Siegen gearbeitet.
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The biggest problem is the gap between the company it wants to be and the company employees experience internally.
There is too much micromanagement, too little real delegation and a lack of clear accountability. Managers are given titles and responsibility but often lack genuine decision-making authority, budget ownership or the freedom to run their own functions. At the same time, senior leadership gets involved in operational details while important strategic decisions can remain unresolved for far too long.
The internal politics are exhausting. Communication is inconsistent, priorities change frequently, and employees are often expected to compensate for poor planning by working late or on weekends.
There is also too much emphasis on hierarchy, academic titles and proximity to senior leadership. The divide between physics and engineering is particularly damaging for a company that needs both scientific excellence and industrial execution to succeed.
Most concerning is the loss of good people. When talented employees, experienced leaders and people from key functions – including HR/People leadership – repeatedly decide to leave, this should be treated as a serious organisational warning sign.
The frustrating part is that the company has excellent people and genuinely exciting technology. Many of these problems are therefore avoidable. What is missing is mature leadership, trust, clear accountability and the willingness to listen when experienced employees raise uncomfortable issues.
Verbesserungsvorschläge
Stop losing the good people.
Too many highly capable employees and experienced leaders have already left the company. Most concerning is the turnover in key leadership and People/HR positions. When multiple experienced people from critical functions leave within a relatively short period, management should stop treating these departures as isolated cases and start asking why they are happening.
Listen seriously to exit feedback, address the underlying leadership issues and give managers real authority to do the jobs they were hired to do. Reduce micromanagement, establish clear decision rights and budgets, create realistic priorities, and build a culture where critical feedback can be raised without becoming political.
The company has managed to attract some genuinely excellent people. Retaining them should now be a much higher priority than constantly recruiting replacements.
Technology alone will not build this company. The people will – but only if the organisation gives them a reason to stay.
Arbeitsatmosphäre
The working atmosphere has deteriorated significantly over time. While there are many highly motivated and talented employees, the overall environment is increasingly affected by uncertainty, internal politics, micromanagement, and a lack of trust in leadership.
Decisions are often difficult to understand, responsibilities are frequently blurred, and employees can receive conflicting messages depending on whom they speak to. This creates unnecessary frustration and makes people increasingly cautious about speaking openly.
The strong turnover in key and leadership positions is, in my view, a reflection of these underlying issues. The atmosphere among colleagues can still be very good, but the leadership culture puts considerable pressure on it.
Image
The external image is significantly stronger than the internal reality. From the outside, the company presents itself as an ambitious, fast-growing and highly professional quantum technology player with a clear roadmap and strong future prospects.
Internally, the picture can be very different. Organisational maturity, leadership structures, decision-making processes and the ability to execute do not always match the expectations created by external communication.
There is nothing wrong with communicating an ambitious vision. However, credibility requires transparency about where the company actually stands and what still needs to be built. The gap between external storytelling and employees’ day-to-day experience is currently too large.
Work-Life-Balance
Working late into the evening and on weekends has become far too normal in some parts of the company. In my experience, this is often not the result of genuinely unavoidable workload, but of poor planning, constantly changing priorities, delayed decisions and the absence of a clear strategy for managing resources and workload.
Urgency is frequently created by the organisation itself. Topics remain unresolved for too long and then suddenly become critical, with employees expected to compensate through additional hours and weekend work.
There is a difference between the occasional extra effort required in a growing deep-tech company and systematically relying on employees to absorb the consequences of poor planning. Sustainable growth requires realistic prioritisation, resource planning and management discipline – not permanent firefighting.
Karriere/Weiterbildung
Career development and professional training are discussed more than they are actually implemented. There is a lot of talk about development, growth and opportunities, but very little in terms of structured career paths, transparent promotion criteria, individual development plans or systematic training.
There is no clearly established framework showing employees how they can progress professionally or what is required to reach the next level. Development therefore depends heavily on the individual manager, personal visibility and informal opportunities.
For a company that wants to attract and retain highly qualified talent, good intentions and presentations are not enough. Career development needs a real framework, dedicated budget, clear ownership and measurable actions.
Gehalt/Benefits
Salaries are generally competitive, particularly for highly specialised scientific and technical positions. However, compensation can feel inconsistent and not always based on a transparent salary structure.
Academic credentials, especially a PhD, appear to have a significant influence on salary and perceived status. At the same time, experienced employees from engineering, operations and corporate functions may feel that their practical expertise and level of responsibility are not valued in the same way.
Benefits are available, but there is still room for a more professional and transparent total-rewards approach. Clear salary bands, consistent job grading and compensation based on role, responsibility, experience and performance – rather than academic title or individual negotiation power – would make the system significantly fairer.
Umwelt-/Sozialbewusstsein
Environmental and social responsibility does not appear to be a particularly visible or strategic priority within the company. There are individual initiatives and good intentions, but no clearly communicated sustainability or social responsibility strategy that employees can genuinely identify with.
Given the company’s ambitions to become an important European deep-tech player, there is an opportunity to take these topics more seriously and integrate them into everyday operations, procurement, travel, workplace practices and corporate decision-making.
Social responsibility should also start internally – with sustainable workloads, respectful leadership, employee wellbeing and a culture based on trust rather than control.
Kollegenzusammenhalt
There are many great individuals in the company, but the overall collaboration is unfortunately affected by a noticeable divide between physicists and engineers.
At times, it feels like two different worlds are working within the same organisation rather than one team working towards the same product. Scientific excellence is highly valued, while engineering, industrialisation, systems thinking and practical implementation do not always receive the same recognition.
This creates unnecessary friction, discussions about whose approach is “right”, and sometimes a sense of hierarchy between scientific and engineering functions. Instead of combining both capabilities, the organisation too often allows them to compete with each other.
For a quantum technology company that wants to move from research towards a scalable industrial product, this is a serious issue. Physics and engineering need to operate as equal partners. Neither side can succeed without the other.
Umgang mit älteren Kollegen
There is no obvious systematic disadvantage towards older colleagues. However, the company is strongly shaped by a start-up and academic culture, and experienced professionals from industry can sometimes find their expertise insufficiently valued.
Years of operational, engineering or leadership experience do not always carry the same weight as academic credentials or proximity to senior management. For a company moving from research towards industrialisation, this is a missed opportunity. Experienced colleagues can bring exactly the structure, discipline and practical knowledge that a growing organisation needs.
Vorgesetztenverhalten
Managers often carry responsibility without having the authority required to actually manage. In practice, many have very limited decision-making power, little or no meaningful budget ownership, and insufficient autonomy over their own areas.
Important decisions are frequently escalated upwards, even when they should clearly sit with the responsible manager. This creates bottlenecks, slows the organisation down and makes leadership positions unnecessarily frustrating.
The result is a management structure where people can be held accountable for outcomes without being given the mandate, resources or authority to achieve them. At the same time, senior management frequently intervenes in operational details, which further undermines the role of functional leaders.
If the company wants professional leadership, it needs to delegate real authority: clear mandates, defined budgets, decision rights and accountability. A management title without decision-making authority is not management.
Arbeitsbedingungen
The working environment does not match what one would expect from a modern deep-tech company. Many desks are old and not height-adjustable, office chairs are dated, and the offices themselves are very basic, with largely white walls and little effort put into creating an attractive or ergonomic workplace.
Even practical solutions such as personal storage or mobile drawer units are restricted, which makes the workplace feel unnecessarily rigid rather than employee-oriented.
What I found particularly difficult was the handling of shared facilities. Access to the kitchen has, at times, been restricted following management dissatisfaction with how it was being used, meaning employees had to request access to get food or drinks. Regardless of the reason behind such measures, treating an entire workforce this way feels disproportionate and does not contribute to a professional or trusting working environment.
For a company competing for highly qualified talent, considerably more attention should be given to ergonomics, basic workplace quality and treating employees like responsible adults.
Kommunikation
Communication is one of the company’s biggest weaknesses. Important decisions are often delayed, unclear, or not communicated at all. Emails and requests can remain unanswered for weeks, while employees are left waiting for direction on topics that require management decisions.
There is also a noticeable gap between external communication and internal reality. The company presents a very ambitious and polished story externally, while internally priorities, timelines, and responsibilities are often far less clear.
Different people can receive different messages about the same topic, which creates confusion and mistrust. More transparency, consistency, and honest communication about challenges and realistic timelines would significantly improve the organisation.
Gleichberechtigung
Formal equality is generally present, but the more noticeable divide is not necessarily based on gender or background – it is based on status, academic titles and proximity to senior leadership.
In my experience, employees with a PhD or strong academic credentials can receive noticeably more recognition and influence than equally valuable colleagues from engineering, operations or corporate functions. There is also a perception that certain individuals have significantly better access to decision-makers and therefore more influence than their formal role would suggest.
A truly equal culture should evaluate people based on their contribution, competence and responsibility – not their title, academic background or proximity to senior management.
Interessante Aufgaben
This is clearly one of the strongest aspects of the company. Working at the intersection of quantum technology, engineering and the industrialisation of a highly complex deep-tech product can be genuinely exciting.
There are opportunities to work on problems that very few companies in Europe are tackling, often together with highly specialised scientists and engineers. For people who enjoy building something from an early stage, the scope of the work can be exceptional.
Unfortunately, the potential of these tasks is sometimes overshadowed by unclear priorities, organisational friction and slow decision-making. The work itself, however, can be extremely interesting and challenging.
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„Muss man sich das antun? Atmosphäre und Führung enttäuschend.“
Ex-Angestellte/r oder Arbeiter/inHat bis 2026 im Bereich Forschung / Entwicklung in Siegen gearbeitet.
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Kostenlose Snacks und Getränke. Aber wertlos bei der Arbeitsatmosphäre.
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Du wirst nicht als Mensch gesehen, sondern nur als Arbeitskraft.
Verbesserungsvorschläge
Vorgesetzte mit gutem Sozialverhalten einstellen, die das Team motivieren und nicht demotivieren und als Arbeiter dritter Klasse behandeln.
Arbeitsatmosphäre
Sehr schlecht! Es wird psychischer Druck auf die Mitarbeiter von Vorgesetzten ausgeübt und man wird nicht gut behandelt.
Image
Die meisten Kollegen sind unzufrieden. Keiner redet gut über die Firma. Das liegt meistens am Verhalten des Vorgesetzten.
Work-Life-Balance
Flexible Arbeitszeiten stehen nur im Vertrag. In der Realität gibt es sie nicht.
Karriere/Weiterbildung
Gibt es nicht.
Gehalt/Benefits
Man bekommt nicht das Gehalt, welches im Bewerbungsprozess vereinbart wurde, sondern 15-20 % weniger.
Umwelt-/Sozialbewusstsein
Durchschnittlich
Kollegenzusammenhalt
Vom Vorgesetzten abgesehen, ist es sehr gut dort.
Umgang mit älteren Kollegen
Hire and Fire, Great Resignation
Vorgesetztenverhalten
Katastrophal
Arbeitsbedingungen
Keine ergonomisch gerechten Büromöbel. Sie sind auch größtenteils alt und kaputt. Keine höhenverstellbarer Schreibtische.
Kommunikation
Ist soweit ok.
Gleichberechtigung
Leider nicht vorhanden.
Interessante Aufgaben
Sehr interessantes Thema.
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Great learning experience, supportive team and flexible hours
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* The entire hiring process was clearly explained and well-structured, with strong support from the TA team throughout the recruitment process.
* Smooth onboarding experience with good guidance and support from the HR team.
* Very supportive teammates and approachable team leads.
* Overall work culture is positive, collaborative, and relaxed.
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* In my case, the hiring process took a bit longer (around 2 months), possibly due to the Christmas break period, which extended the timeline.
Arbeitsatmosphäre
positive, collaborative, and relaxed.
Kollegenzusammenhalt
verz supportive team
Vorgesetztenverhalten
approachable team leads
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Work-Life-Balance
Karriere/Weiterbildung
Gehalt/Benefits
Umwelt-/Sozialbewusstsein
Umgang mit älteren Kollegen
Arbeitsbedingungen
Kommunikation
Gleichberechtigung
Interessante Aufgaben
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Spannende Aufgaben in einem wachsenden High-Tech Unternehmen
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Spannende Technologie, interessante Projekte und ein internationales Team mit hilfsbereiten Kolleginnen und Kollegen.
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Teilweise noch nicht vollständig ausgebaute Prozesse, was bei einem wachsenden Technologieunternehmen jedoch nachvollziehbar ist.
Verbesserungsvorschläge
Mit dem Wachstum des Unternehmens könnten Prozesse und Verantwortlichkeiten noch klarer definiert werden
Work-Life-Balance
Für ein Start-up insgesamt gut, mit flexiblen Arbeitszeiten. In intensiven Projektphasen kann die Arbeitsbelastung jedoch höher sein.
Kommunikation
Kommunikation ist insgesamt gut, könnte mit dem weiteren Wachstum des Unternehmens jedoch noch strukturierter werden.
Interessante Aufgaben
Technisch anspruchsvolle und interessante Aufgaben in einem innovativen High-Tech Umfeld.
Arbeitsatmosphäre
Image
Karriere/Weiterbildung
Gehalt/Benefits
Umwelt-/Sozialbewusstsein
Kollegenzusammenhalt
Umgang mit älteren Kollegen
Vorgesetztenverhalten
Arbeitsbedingungen
Gleichberechtigung
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Ambitioniertes Scale-up mit viel Gestaltungsspielraum
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Ein Arbeitsplatz für Menschen, die Lust auf Verantwortung, Veränderung und Aufbruch haben – und bereit sind, sich auch auf Unklarheiten einzulassen. Wer das mag, bekommt viel zurück: Sinn, Entwicklung und ein starkes Teamgefühl.
Wer hier arbeitet, merkt schnell: Es geht um Pionierarbeit. eleQtron ist kein Ort für Dienst nach Vorschrift. Das Team ist engagiert, die Ziele groß, die Lernkurve steil. Besonders schön: Man kann Themen wirklich mitgestalten und hat direkten Einfluss auf seinen Bereich.
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Das Tempo ist hoch, Strukturen sind noch im Aufbau. Manche Prozesse wirken improvisiert, manchmal fehlt Orientierung. Wer Sicherheit und Routine braucht, könnte damit hadern.
Verbesserungsvorschläge
Weiter an Klarheit und Strukturen arbeiten.
Arbeitsatmosphäre
Helle Büros, freundliche Kollegen, Kommunikation auf Augenhöhe.
Image
Sehr gut.
Work-Life-Balance
Machen wir uns nichts vor - in einem Deep Tech Start-up / Scale-up sind Tempo und Anforderungen hoch. eleQtron ist keine Beamtenstube, in der man den Stift immer zu einem bestimmten Zeitpunkt fallen lässt. Es gilt Zeitsouveränität. 30 Tage Urlaub und Home-Office-Möglichkeiten runden das Work-Life-Flow-Gefühl ab.
Karriere/Weiterbildung
Ausbaufähig aber vorhanden.
Gehalt/Benefits
Wettbewerbsfähig
Umwelt-/Sozialbewusstsein
In Grundzügen vorhanden, aber vermutlich kein USP ;)
Umgang mit älteren Kollegen
tip top
Vorgesetztenverhalten
Auf Augenhöhe, fordernd aber auch mit absolutem Verständnis bei privaten Herausforderungen. Gesundheit und Family first! Auch die Vorgesetzten leben das aktiv vor.
Arbeitsbedingungen
Ausreichend gute Technikausstattung, helle Offices, zT Höhenverstellbare Tische
Kommunikation
In so schnell wachsenden Unternehmen mit vielen Menschen mit diversen Backgrounds ist in der Kommunikation erfahrungsgemäß immer Luft nach oben. Gut ist: Wer fragt bekommt Antworten. Und man arbeitet aktiv an einer offenen und transparenten Kommunikation.
Gleichberechtigung
Wie in MINT-Feldern üblich, ist der Frauenanteil etwas geringer. Aber es gibt in allen Unternehmensbereichen Frauen, auch in Führungspositionen.
Interessante Aufgaben
Kann man sich etwas interessanteres vorstellen, als in einem Unternehmen zu arbeiten, das Quantencomputer herstellt?
Kollegenzusammenhalt
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A bunch of very smart and mostly kind people, somewhat chaotic leadership. A bit of toxicity and micromanagement.
Ex-Angestellte/r oder Arbeiter/inHat bis 2024 für dieses Unternehmen in Siegen gearbeitet.
Gehalt/Benefits
Salaries depend solely on how well a person negotiates at the beginning.
Arbeitsatmosphäre
Image
Work-Life-Balance
Karriere/Weiterbildung
Umwelt-/Sozialbewusstsein
Kollegenzusammenhalt
Umgang mit älteren Kollegen
Vorgesetztenverhalten
Arbeitsbedingungen
Kommunikation
Gleichberechtigung
Interessante Aufgaben
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Bin gerne hier.
Angestellte/r oder Arbeiter/inHat zum Zeitpunkt der Bewertung für dieses Unternehmen in Siegen gearbeitet.
Arbeitsatmosphäre
Image
Work-Life-Balance
Karriere/Weiterbildung
Gehalt/Benefits
Umwelt-/Sozialbewusstsein
Kollegenzusammenhalt
Umgang mit älteren Kollegen
Vorgesetztenverhalten
Arbeitsbedingungen
Kommunikation
Gleichberechtigung
Interessante Aufgaben
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Fragen zu Bewertungen und Gehältern
- Basierend auf 7 Erfahrungen von aktuellen und ehemaligen Mitarbeiter:innen wird eleQtron durchschnittlich mit 3,3 von 5 Punkten bewertet. Dieser Wert liegt unter dem Durchschnitt der Branche IT (4 Punkte). 57% der Bewertenden würden eleQtron als Arbeitgeber weiterempfehlen.
- Ausgehend von 7 Bewertungen gefallen die Faktoren Interessante Aufgaben, Kollegenzusammenhalt und Gehalt/Benefits den Mitarbeiter:innen am besten an dem Unternehmen.
- Neben positivem Feedback haben Mitarbeiter:innen auch Verbesserungsvorschläge für den Arbeitgeber. Ausgehend von 7 Bewertungen sind Mitarbeiter:innen der Meinung, dass sich eleQtron als Arbeitgeber vor allem im Bereich Vorgesetztenverhalten noch verbessern kann.