Hilton reviews

Only 6 sick days and you can't accrue them. Come on, you get sick one good time, and they're gone! TOP HEAVY! We have managers and directors with no direct reports. Promotions are based on friendship, favors and politics in general. We have a Nepotism problem. Most of the directors have worked together "In the Holiday Inn Days", then Promus and now Hilton. So, there is a small group of Directors which protects its members even though some are incompetent. IT is in chaos! We have contractors running projects - there's no ownership. H1B visa holders abound. HR is a joke, concerned with preventing lawsuits, not serving employees. Hiring process caters toward external candidates. Now, the "system" weeds out employees if they don't meet all the basic requirements. So, having the business knowledge and the willingness to learn isn't enough anymore. It's impossible to move between groups now - you have to have had experience in that job before even being interviewed. Leads and above receive annual bonuses based on meeting deadlines, not quality. The people doing the work are underpaid and underappreciated. Employees are torn. They care for other employees and their products, but feel angry. Contractors are LOVING IT! The contractor funding is "from a different bucket" so it's much higher and less controlled than employee pay. Abuse of travel budgets by some favored employees. IT Training for favored employees while others get none even though our CIO assures us that there is money budgeted for every employee for training..... Each department "manages to 3%" merit increase each year. Merit has nothing to do with it. Most people get 3%. Evaluations are done in December but managers submit their employees' percentages in October....

- They had a large team, but there was a lack of collaboration among members, resulting in silos. - The Leadership had no prior experience in UX work, which was evident in the tasks they assigned to designers. No joke, every manager level position didn’t have ux experience prior to working at hilton. They often prioritized the needs of stakeholders over the needs of users. - There was no consistent structure or process for designers to collaborate with other product partners. Most of the product partners I worked with had little to no understanding of UX or our work. - It was concerning to see that the team lacked diversity, as all the minority designers either quit or were fired within a short period of time. Despite having 80 or more designers, content designers, accessibility professionals, and researchers, the team did not reflect diversity. - The accessibility and research team was consistently understaffed, and we had to constantly advocate for participation in research and accessibility considerations. - The focus of the company seemed to be more on the business structure rather than the design process or genuinely solving user problems. - I had to take on an excessive amount of work and wear multiple UX hats, often resulting in late nights and early mornings. The work-life balance was poor, depending on the team I was assigned to. - The product team had limited technical knowledge. I spent a majority of my time educating them on agile methodology, sprints, user stories, and creating a UX process document that should have been done by the head of UX years ago. - They often built entire products without involving design, despite the size of the team. - The salaries offered, even at the maximum, were significantly lower than the industry and national average for UX designers.