Booz Allen Hamilton reviews

-Dishonesty in hiring practices. You're told that you're hired to do a job long term, and then discover that you'll be doing something totally different and it's short term -Unappreciation for technical/engineering employees. Only those at a level IV or above get the glory. -There is NOT a flat org chart. Employees are designated at levels and there is a certain pecking order. If you get on the wrong side of a higher level as a level I or II (Consultant or Sr. Consultant), look out -Technical decisions are made poorly, political motives take precedence -Oppressive culture, you have to work the overtime and bow to those above you or you will be forced out -Focus seems to be on making bodies billable instead of properly fitting qualified personnel where they would be better utilized -Many workers dread a lack of work letter (or LAW), as the company does not assist you in finding billable work, creating a culture of fear. No communication or clarity from management on status of your contract -Exodus of knowledgebase from office, many leaving for greener pastures and limited passing of knowledge -Although the company culture forces a strange dress code upon its employees that is often mocked by government customers (expect to wear suits and ties), people are talked to and treated unprofessionally (vindictive behavior by managers, threats, grudges, etc) -Leadership ignores suggestions, requests, advice of best practices, etc., and marches on their own agenda which can create ethical dilemmas for those executing tasks -Little to no support from leadership on site, as they are often more concerned with employee reviews or business proposals. -Leadership is completely blind to the low morale of the workforce -Reviews grade you on business development instead of quality of work/support of the customer/etc. Thus, unless you're bringing in new contracts promotion is impossible (as well as raises). This applies to EVERY employee, even if you're tasked with engineering/technical work

The commercial practice had hired dozens of people only to hand out lack of work letters a year later. That entry tactic was a poor decision for several reasons, but I learned that there is little strategic leadership or direction at the firm—nearly all decisions are the consequence of a highly political squabbling process through which managers negotiate and engage in petty territorial disputes over proposals, business lines and delivery staff. Having seen the behind-the-scenes political infighting, I can only say one thing—it’s ugly. The commercial practice will not establish itself until it finds some leadership and focus, and then hires both experienced business development and delivery staff. BAH still struggles with managing a public company that’s accountable for its results. For now, this will lead to erratic behaviors and decisions as the firm tries to find its balance between short-term needs (maintaining utilization) and long-term needs (strategic investments). Otherwise: - Talent quality is low on the commercial side; government side is highly variable, but trends toward being not-that-impressive (many say this wasn’t always the case) - Internal hires for the commercial will likely keep their government salaries (despite charging outrageous commercial rates); but external hires will be paid somewhat competitively. That said, those who leave will typically find better compensation (and bonuses!) with competitors. (I know I did.) - Annual review process is a labor-intensive sham that only creates the perception of objectivity and fairness; this ruse fools no one. In my assessment, I didn’t even get actionable or constructive feedback. It ended up being all praise, but with little reward or benefit. - As a public company, profit and growth will be a strong focus going forward. Government staff should expect more contractor roles, less interesting work and greater pressure to bill more hours. The partnership is now accountable to shareholders, and thus, they lose the luxuries afforded to privately owned firm (e.g. focus on culture, firm identity, etc.)