kununu Prüfprozess
69 Mitarbeiter:innen haben diesen Arbeitgeber mit durchschnittlich 3,3 Punkten auf einer Skala von 1 bis 5 bewertet.
Die Arbeitsatmosphäre und den fairen Umgang mit den Arbeitern
Eigentlich nichts
Mehr Durchblick und Organisation
Good location in Berlin, stable company
If you want to develop professionally, look elsewhere. I spent years at KWS Berlin and regret the time invested. Despite the long tenure, there were zero opportunities for advancement. The culture is heavily influenced by office politics, and leadership communication is poor. Decisions regarding hiring and team changes are non-transparent. It feels like a 'dead end' for students who actually want to learn and grow
Seid der Umstrukturierung im deutschen Vertriebsteam würde ich KWS nicht mehr als Arbeitgeber empfehlen.
Generell stabil und sinnvoller Business, das zum Lebensmittelsicherheit beiträgt. Die meisten Kollegen freundlich und unterstützend.
Eher konservativ von der Kultur her
Weniger Silodenken sollte weiterhin angestrebt werden
Wertschätzender Vorgesetzter und Zusammenhalt in der Abteilung
Meistens guter Work-Life Balance
Zugang zu LinkedIn Learning und Online Inhalte, Karriereentwicklung und Einkaufsmöglichkeiten stark abhängig von der Abteilung und deren Budget
Gehalt OK, Benefits besser
Teil der Businessidentität, aber nicht eindeutig Teil des Alltags
In unserem Team super Zusammenhalt
Möglichkeit für Altersteilzeit, Service für Kollegen die in Rente gegangen sind
Alles Open Office + ein Plastikbox, dabei regelmäßige Büropräsenz nicht immer effizient.
Aus Perspektive der Ausstattung in Ordnung: höhenverstellbare Tische und Stühle, Kopfhörer mit Noise Cancelling
Innerhalb der Abteilung gut, je mehr Abteilungen dazu kommen und mehrere Hierarchien, etwas weniger effizient
Je höher man geht, umso weniger Diversität
Operationelle Arbeit nicht wirklich interessant, aber Projektarbeit immer
During my time at KWS GMC, I encountered a significant disconnect between individual capabilities and managerial experience. Despite being hired for my qualifications and international expertise, I was later informed that my contract was ended due to performance concerns. However, this assessment was later contradicted by Head of Department (senior leadership), who acknowledged that I was in fact overqualified for the role and that my direct manager lacked the experience to effectively lead and support high-performing team members. Specially it was her first time leading a team.
This inconsistency in feedback reflects broader challenges within the leadership structure—particularly in how talent is managed, developed, and retained. Unfortunately, rather than fostering growth or seeking alignment, the situation was handled in a way that lacked transparency and accountability
I believe KWS has potential, but it requires stronger leadership development and clearer communication practices to ensure that skilled professionals are not misjudged or underutilized. Constructive feedback, mentorship, and a culture of psychological safety are essential for any organization aiming to thrive in a competitive global environment.
What I appreciate about KWS Saat is their dedication to important and impactful projects. These projects provide employees with the opportunity to develop a wide range of skills and gain valuable experience. The company's focus on innovation and sustainability, making it an ideal environment for those who are eager to expand their expertise and contribute to meaningful work.
What I find problematic about the employer is the lack of genuine support for employees' personal and professional development. There are significant disparities in the treatment of long-term versus newer employees, as well as between German and international staff. The presence of cliques and social circles (including managers) within the department creates a divisive atmosphere, further exacerbated by immature leaders who often interfere in employees' personal lives and show disrespect for seasoned staff. One critical issue is the practice of appointing new people as team leaders to manage employees who have more experience than they do. This can undermine team morale and effectiveness. It's crucial to place the right people in leadership positions; otherwise, hiring experienced employees to work under immature leaders does not contribute positively to the organization. These issues, coupled with inconsistent work conditions and a lack of effective communication, detract from an otherwise promising work environment.
To improve the work environment, it's crucial to enhance communication channels between management and employees to build trust and reduce confusion. Placing qualified individuals in leadership positions is essential to retaining talented employees and maintaining a positive atmosphere. Additionally, overseeing how leaders spend the budget and tracking the performance of external agencies will ensure the efficient use of resources and foster a more transparent and effective organizational structure.
In GMC the department was characterized by distinct social circles, and it was essential to align with one of those circles to fully integrate and thrive. This sometimes led to feelings of exclusion and impacted team cohesion negatively. Also there was a noticeable lack of respect for long-term employees, which affected morale and retention.
While KWS Saat is recognized for its innovation and sustainability, several employees have reported challenges with work-life balance, citing long hours and high workloads. Management styles have come under criticism for lacking support and effective communication. International employees often feel less supported compared to their German counterparts, leading to a sense of disparity. Additionally, there are issues with team cohesion and respect for long-term employees, who sometimes feel excluded from social activities and decision-making processes.
The company generally provides a work-life balance. However, some immature leaders interfere with employees' personal lives and activities outside of working hours, which can create discomfort and stress. This intrusion detracts from the overall positive aspects of the work-life balance.
The company promotes the slogan "Grow with Us" and is developing a variety of online training programs. However, these programs are often available for free on external platforms. Despite this, my direct manager criticized me for taking a German language course after working hours, suggesting that I had too many personal commitments. This implied that my manager expected me to dedicate my personal time to the company, rather than using it to develop my skills and invest in my own growth. This lack of support for further education outside work hours was discouraging and seemed to contradict the company's stated commitment to personal and professional development. However, I believe this perspective is unique to her, as other leaders in the company do not exhibit this behaviour. It may be because she is new to a leadership position.
The company offers competitive salaries and career advancement opportunities, which can be very appealing. However, it's crucial to balance financial rewards with mental well-being. The demanding work environment and occasional lack of support can lead to stress and burnout. Prioritizing health of mind is essential to maintaining long-term productivity and job satisfaction.
The work environment often lacked genuine cohesion among colleagues. Cliques and social circles within the department created a sense of division, making it difficult for some employees to feel truly integrated or supported. This lack of unity and mutual respect sometimes hindered effective collaboration and overall workplace satisfaction. However there are few colleagues who shown great support.
As I mentioned before there was a noticeable disparity in how long-term employees were treated compared to newer hires. Long-term employees often felt disrespected and undervalued. Colleagues would talk behind their backs, exclude them from social gatherings, and not extend invitations for informal activities like coffee breaks. This behaviour fostered a sense of isolation and division, negatively impacting the overall workplace atmosphere and team cohesion.
The team leader, in her first managerial role, openly admitted to struggling with team management, which affected our productivity and morale. My direct manager focused more on social activities, like bringing cake and organizing breakfasts, rather than on our professional growth and project success. She frequently shouted at me, which was unprofessional and witnessed by colleagues and work council. I even emailed her to request respectful communication as I valued the organization and wished to continue working there. The team leader frequently displayed dishonesty, which eroded trust within the team. Their tendency to lie created a toxic atmosphere, making it challenging for team members to rely on their guidance and decisions. This lack of integrity negatively impacted overall team cohesion and morale.
The work environment often included open areas where seating was on a first-come, first-served basis. This sometimes resulted in employees arriving to find no available workspace. Conversely, team leaders and heads of departments had their own dedicated desks, highlighting a disparity in workspace allocation. This inconsistency in work conditions added to the daily stress and made it challenging for some employees to maintain productivity and comfort.
One major issue I faced was poor communication during my evaluation. Although I was rated as a high performer and had work trips planned, suddenly, just one week after preparing for those trips, my manager and department head decided I was no longer fit for the role and wanted to end my contract. Since they couldn't find a valid reason to terminate my contract, they pressured me to sign an agreement. This decision was made without clear reasoning or discussion, despite HR being aware of the stress I was under. Their unprofessional behaviour led me to hire a lawyer. Even after standing my ground, I never received a proper explanation. My lawyer pointed out that if there were performance issues, I should have received at least one warning. Given these problems, I strongly recommend that current and new employees have a lawyer to protect their rights and ensure fair treatment.
The company struggled with maintaining equality among employees. There was a noticeable disparity in how long-term employees were treated compared to newer hires, with the former often feeling disrespected and undervalued. Additionally, there was a lack of equality between German and international employees, which created a sense of inequality and division within the workforce. This disparity impacted overall morale and cohesion.
The company provided a variety of interesting and challenging tasks that kept the work engaging and intellectually stimulating. Opportunities to work on diverse projects allowed employees to expand their skill sets.
Innovative Themen werden angegangen, Im kerngeschäft schon immer
In der IT projektmanagement unkoordiniert, zeitlich falsche reihenfolgen und zuviel durcheinander und Chefprojekte die ständig eingeworfen wurden
Bei IT-Themen mehr auf die eigenen Experten hören und realistischere Projekte setzen (Budget und speziell Zeiten).
KWS ist vom Konzept und der Unternehmensstrategie sehr gut. Auch an das Wohl der Mitarbeiter wird gedacht.
In der Saison bleibt zwar wenig Zeit für Freunde und Familie, aber jedoch werden die Überstunden als Freizeit genommen ( zwischen 290h und 370h Mehrarbeit = Freizeit) oder nach Bedarf auch ausgezahlt
Positionen besser besetzen und Personalauswahl vereinfachen.
Man sollte sich zukünftig überlegen, wen man als Chef zu die Mitarbeitern auswählt. Nicht jeder kann mit Mitarbeitern umgehen und bringt nicht die nötige Erfahrung mit.
Ein Chef sollte hinter seiner Mannschaft stehen und nicht gegen diese wirken.
Jeder Techniker meint durch studieren mehr zu können - praktische Arbeiten durch FACHKRÄFTE mit ERFAHRUNG sind nur in als TEAM förderlich
Die Firmenkultur wird am Hauptsitz gelebt, aber an kleinen Standorten ist es nicht wirkungsvoll
Mehr Work als Life...
Handlungsbedarf !!!
Unter den Mitarbeitern TOP besonders in OSR, SB, MA
Erfahrung älterer und langjährigen Kollegen wird nicht geschätzt. Unerfahrene Quereinsteiger werden in den Himmel gehoben.
Keine Nachfrage bei Mitarbeitern - nur wenn die Nase passt oder die Stimmlage
Ist ok, kann verbessert werden - wenn man weiß wer Freund und wer Feind ist (Gerüchteküche)
Was A darf, darf B noch lange nicht.
Drohnen und PUMA 2
Stabilität und generell gutes Life-Work Balance
Zusammenarbeit zwischen den Teams müsste besser gefördert werden.
In meinem Team ist meistens alles bestens, aber wenn man mit anderen Abteilungen in Kontakt kommt, ist nicht alles unbetrübt.
Hängt vom Zeitraum ab, aber meistens in Ordnung
Es geht
Das zeigt sich eher in dee Kommunikation uns vielleicht im Kern der Business, im Alltag scheint es nicht so präsent zu sein
Die meisten Kollegen sind kollaborativ und man kann mit ihrer Unterstützung rechnen
nicht ao viele ältere Kollegen bei uns
wir sind ausgerüstet aber IT Service ist extern und nicht immer verfügbar
Hängt wieder davon ab worum es geht.
Hängt von Abteilung und Seniorität ab
Es wird viel in die Mitarbeiter investiert in Form von trainings und Weiterbildung. Persönlicher Austausch wird gefördert - hohes Reisebudget.
Die schlechte IT INfrastruktur, unklare Abgrenzung der Aufgabengebiete.
Bessere IT Infrastruktur, damit die Mitarbeiter ihren Job vernünftiger machen können.
Dem Unternehmen sind die Mitarbeiter und deren Wohlergehen wichtig.
Überstunden werden bei Tarif-MAs vergütet mit Zeit oder Geld. Großzügige home office Regelung.
Tolles team spirit, jeder hilft jedem - aber das ist vielleicht nicht in allen Abteilungen so. Bei mir ja.
Es gibt nicht so viele. Die wenigen werden aber wegen ihrer Erfahrung sehr geschätzt.
Sehr kollegialer Umgang. "Aus Fehlern lernen" ist völlig ok.
Oft stressig, aber nicht mobbing-like...
keinerlei Beanstandung
Abgrenzung zwischen den Abteilungen manchmal unscharf, was zu Frust führt.
So verdient kununu Geld.