Promoting everyone, at once, is not a solution; people are desperate to leave - Software Engineer Skyscanner Employee Review

1.0
Oct 11, 2020
Recommend
CEO approval
Business outlook

Pros

People actually doing work are a joy to be around (They are shouldering all the effort however).

Cons

75% of the time people coast and cling on to process and OKRs as if that is the measure of success.

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Skyscanner Response
5y
Thanks for feeding back on your time at Skyscanner. It’s great to hear how much you appreciated your colleagues. Thanks too for your comments around the promotion process. We recognise and appreciate that the importance of career progression and hold the promotions cycle twice a year, usually in January and July. We’re currently working to increasing awareness on the promotion process, which includes guidance around writing promotion documents and seeking out endorsers in the months approaching the process. We would value your feedback on anything else that we could do to increase awareness of the promotion process. Please do reach out to a member of the people team for a confidential discussion on how we could improve.

Explore other reviews about Skyscanner

5.0
Apr 30, 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Great culture. You truly get the sense that people care for one another and want the full team to succeed, not just individuals. High exposure to commercial strategy early on Even in junior roles, you’re not just pushing buttons, you're helping to solve complex challenges. That’s rare and valuable. Cross-functional visibility. You get a front-row seat to how product, commercial, and marketing intersect, especially in Ads. Good place to understand how a travel marketplace actually operates. Ownership culture (if you lean into it). If you’re proactive, you can carve out scope quickly. Global exposure. Working across regions (Americas, EMEA, APAC) gives a broader view of how airlines and OTAs operate differently, which is useful for long-term career growth.

Cons

All the flexibility and benefits above come with the con of being a bit too flexible at times, leading to gaps in effective tooling and resource to tackle things in a timely manner. However, this is mitigated by the collaborative culture.

1.0
Feb 22, 2026
Recommend
CEO approval
Business outlook

Pros

-Nice offices -Free snacks -When working home, pretty good -Decent pay but could be better

Cons

-They force you to come into the office unnecessarily when all of your work can be done from home -Toxic frat party culture, they have too many after work hour social events that feel mandatory -If you don’t partake in their social events you are alienated from advancing in the company since it’s a popularity contest and mostly based on favoritism -Impossible to transfer to another department or advance in any way, if you want to grow; hell even get a raise, don’t count on it (unless you are friends with the right people) -Incompetent managers with little people experience and fewer brain cells -Little to no diversity and lots of ignorance on these topics.

3
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Skyscanner Response
3mo
Thank you for taking the time to share your experience. It is clear that aspects of your time here did not meet your expectations, and that is taken seriously. The company operates a hybrid model with an average of two days per week in the office (eight per month). This approach is designed to balance flexibility with the benefits of in-person collaboration, including stronger team connection, shared context, and opportunities for creativity and innovation. At the same time, there is recognition that individual circumstances vary, and flexibility remains an important principle. Social events are intended to be optional and inclusive. Some of our connection events such as breakfasts or lunches are hosted during working hours to ensure people can attend, and others, like our monthly socials, are hosted in the afternoon. In any case, colleagues are free to join or leave as they choose. These initiatives are designed to create opportunities for connection across teams rather than to influence progression or visibility. Progression and compensation decisions are based on performance, assessed through structured processes. These include calibration discussions involving cross-functional stakeholders and People partners trained to identify and challenge bias, with the aim of maintaining consistency and fairness. Diversity, equity, and inclusion remain a priority area. Dedicated teams work with leadership to implement policies and practices that support an inclusive environment and improve representation. This includes targeted efforts to increase diversity across different roles and levels, alongside ongoing work to strengthen awareness and capability across the organisation. Colleagues are encouraged to share feedback through both direct and anonymous channels so that gaps between intent and experience can be identified and improvements can continue, with the aim of enabling everyone to do their best work, grow, and feel a sense of belonging. Thank you for sharing your perspective; it is taken seriously and will be considered as part of ongoing efforts to shape the employee experience.
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