MITRE

  www.mitre.org
  www.mitre.org
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2 people found this helpful  

Best place I've ever worked.

  • Comp & Benefits
  • Work/Life Balance
  • Senior Management
  • Career Opportunities
Current Employee - Senior Engineer
Current Employee - Senior Engineer

I have been working at MITRE

Pros

Close to the mission. Engaged on the top IT-related national challenges in partnership with the top government players. Unlike contractors, who compete for work, the government competes for MITRE support. MITRE puts the public interest and the mission first, along with its people. Sharing and teaming are remarkable. Helping each other is the corporate culture. Numerous nationally known experts. Challenging technical problems. Opportunities to make a difference. Great retirement benefits.

Cons

Occasional overconfidence at the top. Sometimes slow to change. Some old-time seniors need to be shuffled along to make way for young blood. In some areas, you have to become a manager to get promoted past the middle ranks. Others areas have rubust, career-long technical promotions with no need to become a manager to move up.

Advice to ManagementAdvice

Fix the senious problem that, in some parts of MITRE, you must become a manager to get promoted past the middle ranks. This is unconscionable in a company whose primary purpose is to provide top technical expertise.

Recommends
Approves of CEO

452 Other Employee Reviews for MITRE (View Most Recent)

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  1. 7 people found this helpful  

    Great work but promotions can be non-existent (depends on department).

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Current Employee - Lead Engineer in Bedford, MA (US)
    Current Employee - Lead Engineer in Bedford, MA (US)

    I have been working at MITRE

    Pros

    Varied and interesting work, frequent opportunities to tackle problems outside your usual experience. Management and staff are nicer people compared to most private sector engineering companies I've worked at. Very flexible work hours, good benefits, layoffs almost never happen, laid-back atmosphere if you want that.

    Cons

    Some departments get lots of promotions, others little or none. MITRE doesnt tell the staff which technical specialties they value, you have to figure that out after a few years there, but it makes a huge difference in raises and promotions. They seem to really like systems-oriented expertise. As consultants, MITRE is expected to be expert in anything the Govt. wants help with, so they throw whoever needs coverage in their department at the problem, sometimes someone who doesnt really know what they are doing on that problem although they may think they do. There is an assumption that anyone from MITRE can be an expert in anything the Govt. needs advice with, resulting in good or bad advice at various times. Department management #1 priority is keeping their own people at work, which sometimes limits using expertise in other departments. Review process (P&D) is a joke to deparment management. MITRE's main product is viewgraphs to advise Govt. MITRE projects usually dont really need to make anything actually work all they way since MITRE doesn't actually field systems, only prototypes at most, but thats a problem not only at MITRE but in lots of Govt. high-tech systems since making promises they can't deliver is often the only way to get the Govt. contract in private industry. MITRE is supposed to help with that, but the DoD is so politicized that it can be impossible, and if you say 'this won't work' on a huge program its like saying 'the emperor has no clothes' and its not appreciated and not listened to by the DoD decision makers and sometimes by MITRE project management.

    Advice to ManagementAdvice

    Promotions should be distributed more among all the departments. It would improve job satisfaction to promote more people to AC4 or AC5 in some depts which never get promotions. I dont see why promotions have to be so closely tied to salary level.

    Doesn't Recommend
    Approves of CEO
  2. 7 people found this helpful  

    Need to Walk the "Talk" and Get Passionate

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Current Employee - Lead Info Sys Eng in McLean, VA (US)
    Current Employee - Lead Info Sys Eng in McLean, VA (US)

    I have been working at MITRE

    Pros

    - Intranet and Potential Access to Shared Information (although this is not KM by any stretch)
    - Senior Leadership Awareness and Overall Direction (implementation by mid-mgrs suffers)
    - Opportunity to be a true government advisor in an operational setting without commercial pressures and ALSO being able to be a part of research initiatives
    - Intent is initially generally good but not latter insincerity causes staff distrust

    Cons

    - POLITICS
    - People talk around and behind others and almost never directly to each other
    - How can we be trusted advisors if our behavior causes each other to be self-promoting (vs. collaborative towards a group goal); and initiatives are treated as surface-level hot topics of the day instead of with the sincerity they deserve
    - Diversity initiatives are a true HR joke - clear as day to everyone but those spouting 'inclusive values' as they are the ones generally who don't walk the talk themselves
    - Shameful, contractor-like behavior
    - As someone else said, they want to be agile in a hierarchical, non-transparent, non-accountable, non-empowering (at least for teams), waterfall environment.

    Advice to ManagementAdvice

    Please, please, please go beyond jsut reading the hot govt/mgmt topics of the day and even beyond just consulting a few "pet" technical SMEs / change mgmt / behavioral mgmt folks for input. Go beyond to useless focus groups that are rushed and don't share results and truly get humble and create that open, new thought (not from general mold) supporting environment that is so, so desperately needed. Truly TALK to your people. Especially those that have proven their value but not necessarily "connected and engaged" like the traditional staff mold expects, those that care and want to be heard b/c they want to be trusted advisors inside and outside of the organization.
    CCG has grown way to fast to just get by with sr leadership changes and a framework ...real structural changes, built organically in tandem with the staff, that promote the innovation and key FFRDC work is overdue. We need to iteratively prototype a new org for the over 800 matrixed, multiple client staff so people truly can connect and engage in an agile, SAFE, environment. It's clear I could continue but I guess mgmt needs to get "passionate" itself about what it cares about and enable staff to do the same.

    Approves of CEO
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