Management Fails to grow employees - Software Engineer L3Harris Employee Review

1.0
Jul 20, 2021
Recommend
CEO approval
Business outlook

Pros

Some opportunity to work on meaningful programs.

Cons

Managers have been required to give low ratings to about 1 in 5 employees, although it varies. This philosophy ensures that managers are strategizing on how they will manage employees to fail in order to meet this ridiculous bell curve. Over 20 years with the company, I have seen benefits drastically cut and employee morale has declined substantially.

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L3Harris Response
4y
As a high performance culture we strive to have our performance ratings across the organization differentiate and appropriately reward successful contributors. We do not have a practice of forced ranking or forced distribution. We consider both individual achievement and business results when assigning overall performance ratings and believe that cascaded and aligned SMART goals are the cornerstone to effective performance management. We wish you the best in your next opportunity.

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5.0
Apr 28, 2026
Recommend
CEO approval
Business outlook

Pros

Great work environment, friendly co-workers, mission focused and all in!

Cons

Not really a con but the new cafe has me gaining weight!

2.0
Jun 5, 2026
Recommend
CEO approval
Business outlook

Pros

Missions are impactful to the world Top talent in specialized fields Wonderful people Respectful environment

Cons

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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