Haier Europe Reviews

Take recent positive reviews with caution. During onboarding, new starters are actively encouraged to leave Glassdoor reviews within their first few weeks, creating an unrealistically positive impression of the culture. The biggest issue at Haier UK sits within the D2C function. In a team of only 6-7 people, at least six employees left within roughly a year due to poor leadership, broken promises, micromanagement and an increasingly toxic working environment. Staff either leave because promised progression never materialises or because the environment becomes so stressful that they feel they have no other option. The Head of D2C manages almost entirely through micromanagement rather than leadership or strategy. Despite holding overall responsibility for Digital, there is little evidence of genuine digital expertise or long-term commercial vision. Every aspect of eCommerce and CRM is scrutinised, from homepage banners to email artwork and copy, with virtually no autonomy given to experienced specialists. Performance is judged day by day rather than against meaningful weekly or monthly trends, resulting in constant reactive changes instead of strategic decision-making. Teams are repeatedly told to "be agile", but this often translates into abandoning planned campaigns at the last minute to satisfy management whims. Standards are applied inconsistently. My CRM campaigns, artwork, copy and trading activity were scrutinised in minute detail, while favoured members of the team were afforded far greater freedom and accountability simply did not exist. Since my departure, emails have been sent advertising incorrect prices compared to the website, broken links have been distributed, incorrect collections linked, duplicate imagery used and poor desktop/mobile formatting sent to customers, highlighting the inconsistency in the standards that were applied. The culture is characterised by favouritism, inconsistent treatment and gaslighting. Employees who professionally challenged decisions or raised legitimate concerns were often labelled as having a "bad attitude", while others were treated very differently. The eCommerce team was routinely expected to absorb entire vacant roles, including CRM, Performance Marketing, budgeting and SAP invoicing, without additional support or recognition. However, when capacity concerns were raised, the response was simply that "it just needs to get done", despite management refusing to ask favoured colleagues to help because it was supposedly "outside their remit". Communication was one of the department's biggest failings. Verbal assurances and commitments were routinely reversed without explanation, creating unnecessary uncertainty and damaging trust. In my own case, I was verbally offered a permanent position by the Head of D2C over a sustained period before that offer was later withdrawn. This formed part of my formal grievance. Although that specific element was not upheld due to insufficient written evidence between myself and management, the verbal promise was witnessed by members of the team. The investigation accepted that discussions around a permanent role had taken place and concluded that management should have communicated far more clearly. This was not an isolated incident, with similar broken promises affecting others within the department. The culture towards women and minority colleagues was deeply concerning. Multiple female employees were regularly reduced to tears before eventually leaving the business. During my employment I formally raised concerns regarding inappropriate comments relating to race and gender made by the Head of D2C. Following a formal grievance investigation, these elements of my grievance were upheld. The investigator concluded that the inappropriate comments had been made and that they represented clear breaches of the company's Code of Conduct, Dignity at Work Policy and Anti-Bullying & Harassment Policy. The investigation also found evidence supporting concerns regarding the Head of D2C's management style, with witness testimony corroborating examples of micromanagement and inappropriate conduct. Leadership development and internal action were recommended. Despite these findings, there was no visible accountability or meaningful change within the department, leaving little confidence that serious concerns about management behaviour would be addressed. Even after the grievance concluded, the handling of matters reinforced these concerns. Mediation was offered by management and accepted by both parties. However, it was delayed for four weeks because the Head of D2C claimed to be "too busy". On a day when mediation could have taken place, he instead spent more than two hours sitting at his desk chatting to another member of the team. It demonstrated a lack of respect for both the process and the people involved. HR appeared more focused on protecting the organisation than addressing the root causes of poor leadership. Multiple grievances have been raised against the same management team, yet meaningful change has never appeared to follow. Instead, employees leave while the underlying issues remain. The advertised hybrid working policy also lacks genuine flexibility. Although the business promotes three office days as part of a hybrid model, these days are rigidly enforced regardless of operational need, giving the impression that office attendance is more about justifying the building than enabling effective collaboration. There are genuinely talented people across the wider business and some fantastic brands to work on. Unfortunately, they are overshadowed by a D2C leadership culture built on micromanagement, favouritism, inconsistent standards, broken promises, reactive decision-making and a lack of accountability. Unless significant changes are made to leadership within the department, it is difficult to see the exceptionally high staff turnover improving.

Quite a flat structure (can be a positive)