Talented colleagues but deeply flawed leadership and restructuring process
Gut am Arbeitgeber finde ich
High-caliber, international team: Working within the biggest Mobility program gave me exposure to talented colleagues across Germany, France, Brazil, and Romania. The collaborative spirit at the team level was generally strong.
Schlecht am Arbeitgeber finde ich
Lack of role formalization: I was appointed to a senior strategic leadership role overseeing multiple critical engineering functions. However, this promotion was never formalized in my employment contract or with HR. This lack of official status left me completely unprotected when the organization later decided to restructure.
Systematic removal of responsibilities: After I requested formal recognition of my role, my manager began systematically stripping away my core responsibilities and redistributing them to other colleagues. Over a short period, I was left with no meaningful portfolio or projects to manage—effectively making my position untenable.
Poor management communication: My manager publicly announced a change to my role to the wider team, framing it as a positive transition and implying I would remain within the group. However, this communication was misleading and premature. I was not given the opportunity to say a proper farewell to my colleagues, and the actual termination notice came weeks later.
No support for internal mobility: Despite the existence of several suitable open positions within the wider international group, the company made zero proactive effort to help place me elsewhere. I had to network entirely on my own to find internal leads. Shortly after a promising internal opportunity was mentioned to me, I received my termination letter—making it unclear if those opportunities would still be viable.
Verbesserungsvorschläge
Formalize promotions: If you appoint an employee to a "Head of" role with budget and strategic responsibilities, formalize it with HR. Leaving someone in a "verbal" leadership role for nearly two years is a failure of HR governance and leaves the employee unprotected.
Re-evaluate the termination process: Dropping a termination letter into a private mailbox without postage or tracking is unprofessional and disrespectful. There is a human being on the other side of that letter.
Support internal mobility: If you fire someone due to "no space," the professional obligation is to actively help them find a new role within the group—especially given the global scale of Edenred. Relying on the employee to network alone while a termination is pending is a poor reflection of company culture.
Communicate honestly: Publicly telling a team that a manager is staying "in the family" while privately terminating them the following month erodes trust in leadership.
Arbeitsatmosphäre
Image
Work-Life-Balance
Karriere/Weiterbildung
Gehalt/Benefits
Umwelt-/Sozialbewusstsein
Kollegenzusammenhalt
Umgang mit älteren Kollegen
Vorgesetztenverhalten
Arbeitsbedingungen
Kommunikation
Gleichberechtigung
Interessante Aufgaben
Arbeitgeber-Kommentar
Thank you for taking the time to share your experience and for highlighting the positive collaboration with colleagues across our international teams.
We are sorry to hear that your experience of the restructuring and your transition out of the company did not meet your expectations. We understand that organisational changes can be particularly challenging, and we take feedback on communication and processes seriously.
As individual employment and restructuring situations are highly personal, we cannot comment on specific circumstances in a public forum. Nevertheless, we continuously review our processes and communication to ensure that employees are treated with respect and transparency, especially during times of change.
We wish you all the best for your future.