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Caesars Entertainment

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Fun, Family Work Culture No More... - Marketing Analyst Caesars Entertainment Employee Review

2.0
18 Apr 2009
Recommend
CEO approval
Business outlook

Pros

Harrah's has locations across the country and has the ability of being a launching pad for those who are fortunate to learn the business. They appreciate loyalty and hard-work, having many employees who began as dealers or restaurant staff who worked their way up into management. Despite the reputation of the industry, this location prides itself on being about family/work/life balance and provides support and flexibility for those who have families.

Cons

I began working at Harrah's just before business started to dip with first the smoking ban and later the economic downturn. The environment initially felt like a cohesive team, but soon felt like a sinking ship with each man fighting for themselves. Suddenly, senior management employees who had been with the company for years were retiring or going to competitors. It wasn't before long that HR seemed to be on a mission to eliminate dead weight, often looking for any minor mistake to give reason for termination - surely to avoid paying severence. There seemed to be too much middle management and some of that has been reduced with the RIF, but not all.

Explore other reviews about Caesars Entertainment

5.0
23 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Great company and opportunities to move up!

Cons

It is a lot of work but very worth it!

2.0
29 Jun 2026
Recommend
CEO approval
Business outlook

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.

Cons

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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