Good place to work - werkgeversreview Dealer bij Caesars Entertainment

My company technically rents our location out of a Caeser's casino, I am fond of the people I work with and how hard to hosts work to make sure guests are well taken care of.

The casino I work in seems to be falling apart in the basement area (valet) always smells, pieces of the ceiling are missing, and they have had problems with sewage for as long as I could remember.

Working with a decent team.

• Corporate HR consistently sides with management instead of truly advocating for team members. There is very little neutral investigation — it often feels predetermined. • The culture leans heavily toward corrective action instead of coaching and development. Instead of teaching managers how to lead and communicate effectively, discipline is the first tool used. • There is clear favoritism across departments. The same standards are not applied consistently, and certain individuals are protected regardless of performance. • Minorities are treated differently. Opportunities, visibility, and advancement do not feel equitable. • Benefits have been repeatedly changed over the years, often reducing value for employees. • Education reimbursement requirements were changed in ways that made it harder for team members to qualify. • Unlimited PTO was removed for Managers but kept for Directors and above. Instead of addressing misuse or coaching leaders on approving time appropriately, the benefit was taken away from one level while preserved for another. • Performance reviews and merit increases are discouraging. A 0–3% range, where 3% represents “exceeds expectations,” does not reward high performance in any meaningful way — especially in the current cost-of-living environment. • Frontline workers are underpaid given the revenue the company generates. The gap between executive compensation and frontline wages is significant. • Communication around policy changes lacks transparency and often feels reactive rather than people-centered. • Workloads continue to increase without corresponding support or staffing adjustments. • The company promotes a “family” culture and slogans like “Together We Win,” but many team members feel like replaceable numbers tied to financial performance. The gap between messaging and lived experience is glaring. “Together We Win” feels more like a tagline than a value.