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Holtec International

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Didn't realize how bad it was until I left - Engineer Holtec International Employee Review

2.0
Nov 21, 2015
Recommend
CEO approval
Business outlook

Pros

Lots of ability to learn and take on tasks outside of your primary role (but beware of the hours). Gained good experience. Flexible work at home policy if needed.

Cons

This was my first job out of college as an engineer, so I did not realize how terrible the environment was. There is no respect for employees. Compensation was very low compared with the industry and bonus was a joke. After putting in hundreds of hours of overtime in a given year don't expect to see anything for the extra work. Management is technically competent, but has no management skills. You are lucky if your manager even knows what you are working on. Continual yelling fights occur and can often be overheard. Very uncomfortable for people in surrounding offices. Employees get fired or forced out often because they were blamed for something (without warning). Productivity is rated #1 which is a poor choice for the nuclear industry.

Explore other reviews about Holtec International

5.0
Mar 20, 2026
Recommend
CEO approval
Business outlook

Pros

Experience, Experience, Experience. No shortage of knowledge you can learn here if you apply yourself, learn from all aspects of networking: wifi, switching, firewalls, cloud, EVERYTHING.

Cons

If your not use to working hard this place might not be for you.

1.0
May 13, 2026
Recommend
CEO approval
Business outlook

Pros

The HR team was a standout—supportive, responsive, and genuinely invested in employees. Leadership in HR made meaningful efforts to retain employees and offered thoughtful alternatives. Exposure to a wide scope of work, including international training, provided stretch opportunities.

Cons

Workload expectations were consistently unrealistic. At one point, I was the sole person responsible for supporting training needs for approximately 4,000 employees. Responsibilities expanded significantly—such as taking on international training—without additional compensation, resources, or transition support. Leadership alignment was lacking. I often received competing priorities from multiple leaders (up to six at once), making it difficult to execute effectively or meet expectations. There was a cultural resistance to training across parts of the organization. While training was requested, there was limited engagement or support from employees, which made delivery more challenging. My manager maintained an unsustainable pace and, while stating it wasn’t expected of others, set a de facto standard that was difficult to meet. This led to ongoing pressure and burnout. I was frequently assigned to projects without proper context, preparation, or onboarding, which created unnecessary stress and, at times, put me in difficult or unprepared situations.

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