Very organized and rigid - Recensione dipendente - Program Manager presso L3Harris

4,0
2 set 2020
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Great co-workers. 9/80 work weeks.

Svantaggi

Process for everything. With the merger of L3 and Harris, there are growing pains as many systems are being streamlined. There is quite a bit of inefficiency but maybe that will be reduced once all systems are established. If your work does not fall into the primary focuses, then your work is not seen as important. Not a fan of "unlimited" paid time off.

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Risposta di L3Harris
5y
Thank you for your response and patience as we continue to improve our processes to ensure agility and alignment. Our discretionary PTO provides flexibility so employees can better manage unexpected events that may occur or if they want to simply go on an extended vacation. Please reach out to your HR Business Partner if you would like more information on how discretionary PTO can add value to your work and life balance.

Esplora altre recensioni su L3Harris

5,0
12 apr 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Work of life balance was amazing

Svantaggi

Could run out of work due to it being contracts.

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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