Harrah's has been great, and will be great again once the economy turns around. Just hang in there! - Manager bei Caesars Entertainment: Mitarbeiterbewertung

4,0
10. Apr. 2009
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CEO-Befürwortung
Geschäftsprognose

Pros

While career advancement has slowed with the economy, I know this company will be back on top when the economy turns around. Harrah's has always had a reputation for promoting from within and we have so many opportunities to transfer around the same property or around the world. I've fully utilized the easy transfers to gain experience.

Kontras

It's a BIG company and that always has its downsides. Decisions are made in Las Vegas and put down to all the properties. Sometimes what is best for Vegas or Corporate is not best for the individual property. This is not a family owned or small company, so you don't always see the logic in decisions. You have to remind yourself that your part of something bigger and there is more to the company than just you and your peers, you have thousands of peers all over the world. Lately, "the professor", has started to value degrees over education AND experience. If you have never worked the casino floor, it's hard to understand the customers and employees. We are a 24 hour operation and our manament team needs to remember that. Titles don't make you "smarter" or "better" than a front-line employee. Respect your team and see how the property could still bank!

Mehr Bewertungen zu Caesars Entertainment entdecken

5,0
23. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great company and opportunities to move up!

Kontras

It is a lot of work but very worth it!

2,0
29. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Peers and teammates are supportive of each other. For a digital organization, the pay was very good but I believe they've significantly reduced salaries. Some of the managers were very good.

Kontras

The Caesars Digital team operated in a flat organization, where some GMs were trying to actively manage teams of 75-150 individuals. Career growth is almost non-existent as a result. C-suite management was non-existent and came from finance or hospitality backgrounds. Org success was purely tied to annual EBITDA and without understanding of how a digital/engineering organization should be run, resulting in disconnected employees (most of whom were remote), lack of scalable structure, and zero oversight.

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