L3Harris is a Woke company with a goal to have 50% women - Recensione dipendente - Senior Data Analyst presso L3Harris

2,0
25 ott 2025
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Decent pay, very little overtime in my position, Only worked on Sunday twice in 20 years. Absolutely loved my supervisor and manager and the team I worked with was hard working and full of smart employees.

Svantaggi

Woke company mindset: in Salt Lake City where almost all experienced engineers are white men, the only applicants Human Resources ever gave to our team for interviews were non-white females. They had an open knowledge policy that they wanted 50% female employees and they had a percent that I can't remember for non-white employees. They no longer hired based on skills and accomplishments. They provided unlimited vacation time but our management was told to tell us that it shouldn't exceed 160 hours per year. After working there 20 years and enjoying the benefits of 5 weeks of vacation time before the change to "unlimited," it was a real let down.

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5,0
6 apr 2026
Stagista anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The manager was very nice, but also made sure I was learning.

Svantaggi

The workplace was old and outdated.

2,0
5 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Missions are impactful to the world Top talent in specialized fields Wonderful people Respectful environment

Svantaggi

Processes and policies are not robust enough to support the large growth / merger, which leaves everyone operating in silos and interpreting things in their own ways Shared service model is not structured properly Not enough critical thinking around how budgets should be allocated for tools, capital, and salaries Higher level leaders are too in the weeds and not working on the harder strategic aspects Businesses are not aligned with common products to gain best synergies as all businesses fight to defend $s not what actually makes sense for the company (radios sharing same suppliers are in completely different segments; CCAs are built across 10+ different factories managed by different management teams instead of a couple of large COEs) All leaders felt unempowered due to lack of ownership of budgets. Budgets were set but then adjusted at further levels without any additional discussion of new targets and how to achieve. Then budgets would be reallocated a few months into year if you weren't demonstrating that you truly need it. This drove teams to spend heavy up front and not make the smartest decisions at times

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