Trip.com Group reviews

The HR department is led in a way that fosters a toxic and, at times, bullying culture. Instead of acting as a support system and advocate for employees, the team operates in an environment characterized by excessive control, fear, and a lack of transparency. Communication from leadership can feel condescending or dismissive, making it difficult for team members to speak openly or raise concerns without apprehension. Bullying behavior is subtle but persistent—often expressed through micromanagement, exclusion from opportunities, and the public undermining of colleagues. Psychological safety is noticeably absent, and collaborative input is discouraged, with decisions tightly controlled by a single leadership style. Favouritism is a recurring issue, with some employees given preferential treatment while others are marginalized or unfairly scrutinized. When concerns are raised, they are frequently downplayed or overlooked, contributing to an environment of mistrust and low morale. These issues have led to high turnover, reputational concerns internally, and a pattern of employee burnout. Those seeking a transparent, collaborative, and psychologically safe workplace—especially within HR—may find this culture misaligned with their expectations.

While there's strong messaging around cultural inclusivity and global collaboration, the execution doesn’t always align. In practice, expectations around flexibility tend to fall disproportionately on regional teams outside of HQ. There’s an implicit assumption that we should adjust to centralized ways of working—even when those models don’t reflect the maturity, structure, or stage of our local business. This imbalance is most noticeable in cross-functional work. Certain departments—especially HR and Finance—are highly rigid in their processes, making meaningful adaptation extremely difficult. Requests for more regionally relevant approaches are often met with polite acknowledgment but rarely lead to tangible changes. Over time, this can wear down morale and reduce the sense of ownership in non-HQ teams.