Good work/life balance - Recensione dipendente - Manufacturing Engineer II presso L3Harris

4,0
20 nov 2020
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Great vacation policy (160 hours/year, but more is allowed as long as it gets approved). 9/80 schedule so every other Friday you get off. Not cutthroat, just do your job well and in a reasonable amount of time, and you’ll do fine. Putting in overtime is not forced nor necessary to do well as long as you get your work done.

Svantaggi

Chances of getting a raise/promotion really depends on how much your manager cares/likes you and not necessarily based on your skill and contribution to the company. It varies. Best way to get a raise is to get an offer somewhere else and have them counter. Sometimes you may go above and beyond the call of duty for months, and all you’ll get is a gift card. I believe that having a clearance will afford you some extra favorability—they usually approve more vacation hours (200 hours easily, and more if it gets approved), and promotions seem easier to attain because they want to keep you after spending so much money on security clearances.

Esplora altre recensioni su L3Harris

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

Vantaggi

The compensation and benefits package are very strong and attractive

Svantaggi

They doesn't allow remote work

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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