Scout24 

Gruppe 

(ImmoScout24)

Unternehmenskultur

The working atmosphere was very positive and collaborative at the beginning. I especially appreciated working with many helpful, professional, and supportive colleagues.

Over time, however, my experience changed significantly. Frequent organizational changes, changing teams and priorities, as well as increasing performance pressure, created uncertainty and made the working atmosphere more stressful. At times, I also felt that appreciation and long-term direction were missing.

The use of AI is strongly encouraged across the organization. In general, I see modern AI tools as valuable and I am happy to use them when they provide a clear benefit. However, in my experience, their use is sometimes promoted without sufficiently considering whether they are actually the right solution for a particular project or task. I believe AI should be treated as a tool whose value is evaluated based on the specific use case, rather than as a goal in itself.

Overall, I experienced the working atmosphere much more positively at the beginning than I have more recently.

Communication within individual teams is generally open and straightforward, and colleagues are usually willing to share information and help each other.

Communication from management, however, could be more transparent and consistent. Organizational changes, shifting priorities, and decisions that directly affect employees are sometimes communicated without enough context or clear reasoning. At times, it can be difficult to understand why certain decisions were made or what the long-term direction is.

I would appreciate earlier and more transparent communication, especially when it comes to organizational changes, expectations, and decisions that have a significant impact on employees.

Collaboration among colleagues is generally positive, and I have worked with many skilled and supportive people who are willing to help and share their knowledge. However, the actual level of collaboration depends heavily on the workload. Colleagues are often busy with their own tasks and priorities, which means there is not always enough time to work on tickets together, exchange knowledge in depth, or support each other when needed. In my experience, the willingness to collaborate is there, but the available time and capacity are often limited.

Until autumn 2025, the company offered a high degree of flexibility. Employees could usually work from home three days a week and come to the office twice a week. There were also more opportunities to work temporarily from outside Germany, which was particularly valuable for international colleagues.

Since autumn 2025, the office policy has become significantly stricter. Employees are now expected to be in the office three days per week and must include either Monday or Friday as one of their office days. This makes it much more difficult to work temporarily from another German city or to combine remote work with a longer weekend.

The three-day office requirement is also monitored quite strictly. If an employee comes to the office only two days instead of the required three without a valid reason, this can be addressed by management and may have consequences. As a result, the hybrid model feels much less flexible than it did before.

The possibility to work from outside Germany has also been reduced to only two weeks per year. In my view, this is a considerable loss of flexibility compared with the previous policy.

Overall, work-life balance and flexibility used to be among the

In my experience, management behavior depends strongly on the individual manager. One aspect I found particularly difficult was the way performance and contributions were sometimes evaluated. I occasionally had the impression that assessments were influenced more by second-hand feedback or perceptions from others than by concrete examples, measurable results, or direct observation of the work.

Career progression can also feel difficult and not always transparent. Promotion seems to depend on many different factors beyond simply delivering good results and performing well in your role. The criteria and the path to the next level are not always easy to understand.

I have also seen highly skilled, motivated, and hard-working colleagues leave the company after around two years because they were unable to reach an agreement on their career progression or did not see a clear path to promotion. From my perspective, losing strong employees for this reason is unfortunate.

I would appreciate more transparent and fact-based performance evaluations, clearer expectations for each career level, and a more predictable promotion process. Feedback should be based on specific examples and measura

There are definitely interesting technical challenges and opportunities to work with modern technologies. Depending on the team and project, engineers can work on backend services, cloud infrastructure, distributed systems, security topics, migrations, and AI-related initiatives.

However, the quality of the tasks depends heavily on the team and current business priorities. Some projects offer real technical challenges and ownership, while others consist mainly of maintenance, migrations, support work, security fixes, or smaller tickets. Frequent changes in teams and priorities can also make it difficult to build deep knowledge of one product and take long-term ownership.

Overall, there are plenty of interesting technical topics in the company, but having consistently challenging and meaningful tasks is not guaranteed.