Ihr Unternehmen?
Basierend auf Daten aus 7 Bewertungen schätzen Mitarbeiter:innen bei POHA House die Unternehmenskultur als modern ein, während der Branchendurchschnitt leicht in Richtung modern geht. Die Zufriedenheit mit der Unternehmenskultur beträgt 3,7 Punkte auf einer Skala von 1 bis 5 basierend auf 6 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.
7 User:innen haben eine Kulturbewertung abgegeben. Diese Faktoren wurden am häufigsten ausgewählt, um die Unternehmenskultur zu beschreiben.
Strategische RichtungModern
Strategische RichtungModern
Strategische RichtungModern
Work-Life BalanceModern
Work-Life BalanceModern
Hast du gewusst, dass es 6 Fragen zur Unternehmenskultur gibt, wenn du einen Arbeitgeber auf kununu bewertest? Hier sind die neuesten dieser Kommentare.
In my experience, communication lacked the clarity needed to work effectively. Responsibilities were often unclear, documentation was inadequate, and asking for clarification did not consistently lead to useful answers. Although openness was encouraged in principle, I felt that concerns were too often dismissed rather than constructively addressed. The result was a frustrating contradiction: employees were expected to take responsibility without being given clear direction, yet challenging that lack of clarity felt unwelcome.
Open communication was encouraged in principle, but my experience made that invitation feel hollow. On several occasions, when I raised concerns, I felt that the issues themselves were not adequately addressed and that the responses I received made constructive dialogue more difficult. This gave me the impression that disagreement with leadership was not always welcomed as an opportunity to improve. Over time, I became more reluctant to raise concerns openly—a disappointing outcome for a company that encouraged employees to do exactly that.
There are the typical challenges of a scale-up: things can sometimes be chaotic, leadership as well as many structures and processes still need to find their place. However, this has been recognized, and after a turbulent period, a lot is genuinely changing for the better.
There are demanding expectations but at the same time, everyone starts with a high level of trust, is given a lot of freedom and autonomy, and gets to work on exciting tasks.
In my experience, disorganization was not an occasional issue but a defining feature of everyday work. Processes were improvised, documentation was inadequate or missing, and responsibilities were often unclear. I experienced staffing levels as insufficient for the workload, leaving little room for anything beyond keeping daily operations running. Junior employees in particular were given substantial responsibilities without the guidance, resources, or structure needed to handle them properly. The result was a working environment I found exhausting and unsustainable: employees were expected to compensate for organizational shortcomings rather than supported in doing their jobs.