Hermès : avis pour « benefit »

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Hermès overall: Experience quality varies dramatically depending on the location and department. Hermès Dubai: In the Dubai office, marketing did not operate as a strategic department but rather as a support function executing commercial requests. The role was overwhelmingly operational, with no strategic ownership, long-term vision. - My first role in the U.S. was an outstanding experience, but my second role in Dubai became a severe case of underutilization and professional stagnation. For more than a year, workload was extremely low (2 hours of actual work per day), to the point where I genuinely felt hired more to fill a seat than to contribute. It became a serious case of bore-out (mental problem). - What made the situation particularly concerning is that management was fully aware of the issue. Multiple requests for additional responsibilities and broader involvement led nowhere. The phrase “the reality of the market” was repeatedly used to justify maintaining an environment with extremely low expectations and minimal talent development. - The prolonged absence of stimulation eventually led to significant mental exhaustion and disengagement, with symptoms comparable to burn-out. The problem was never a lack of motivation or willingness to contribute, but the absence of work and ambition within the marketing team. - To conclude, I would not recommend this office to anyone seeking an intellectually stimulating role, or career-building marketing environment. Operational organization was also weak: 1. Onboarding processes were disorganized. Despite being presented as an “urgent hire,” my computer did not function properly for several consecutive days after arrival. I ended up in bore-out, so what was this hurry to hire me and make me shorten my previous contract in the US? 2. Emails, follow-ups, and operational requests frequently remained unanswered or unresolved. 3. HR support centralized in Paris appeared disconnected from local operational realities and unable to address day-to-day dysfunction effectively. Career Growth: - From an HR branding and talent development perspective, career progression appeared limited. There was no visible vertical or horizontal mobility within the office, with many employees remaining in the exact same role/title for 6–10 years without progression at all. - The organization felt static, with limited recognition of performance, limited upward mobility, and little evidence of active career development.