Different culture in Asia - werkgeversreview Anonieme werknemer bij Expedia Group

2,0
29 mei 2016
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Great perks, dynamic environment with free snacks & drinks. Most of the staff that don't have direct working relationship with your role are friendly.

Minpunten

Guess working in Asia culture, there is no work life balance particular for few of the local teams especially if you report to local managers. They tend to look for quantities instead of qualities and low employee autonomy which somehow drag to a mentally/physically tired status. Low flexibility on working hours whereas few of my teammates work till mid-night at home but still claimed to be late when arrive office at 9:30am. Particular teams follow their manager's working hours (12 hrs/day) because their managers encourage the long hour style as equal to hard working. Overall is quite a micro-management style on every aspect , like a 'Tiger-mom' style. We do not mind the work-loads, but need to be result oriented and serve the purpose efficiently.

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5,0
25 jan 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Excellent work-life balance and great mix of people to work with

Minpunten

Work hours can vary depending on which global teams you work with.

2,0
25 jun 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Good pay, supportive manager, and genuinely pleasant colleagues.

Minpunten

Frequent reorgs and shifting strategic direction made it difficult to build momentum or plan long‑term. Over time, contractor roles became increasingly narrow and production‑focused, which limited opportunities for meaningful skill development. Responsibilities that originally included project management were reduced to primarily email production work. There’s also a broader corporate pattern where work is expected to be completed exactly as written, with little room for judgment or improvement. Even small, quick optimizations can lead to pushback rather than appreciation, creating an environment where going “above and beyond” requires multiple layers of approval — which defeats the purpose of being proactive in the first place. Finally, there’s an in‑office expectation (less strict than for full‑time employees, but still present) for work that can be done entirely remotely. This tends to benefit highly social personalities, but for those who prefer focused, independent work, it feels unnecessary. Social dynamics also play a noticeable role; if you’re not immediately well‑liked or you make a single early mistake, it can create a self‑fulfilling perception that’s difficult to overcome.

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