Lacking advancement and stability - Recensione dipendente - Quality Engineer presso L3Harris

2,0
28 dic 2020
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good pay and outstanding paid time off policy. 9/80 schedule.

Svantaggi

Management is top heavy and offers very little chance for advancement for existing employees. They are always looking for the next greatest hire from outside with little regard for existing employees that are interested in learning and advancing their career. Promotions are very hard to come by. They will use you to work extensive overtime to meet their unrealistic deadlines and then it will be forgotten once you have a lull in work. They value young people over those with years of experience and it is disheartening to feel that they no longer value you when you work harder than the young employees they recently hired. Harris used to rarely have layoffs but have laid off somewhere around 140 people just before Christmas making this company much less stable than they were.

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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The workplace was old and outdated.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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