Proud, successful and good, but not (yet) the best. - Engineering Manager Black & Veatch Employee Review

4.0
Aug 20, 2008
Recommend
CEO approval
Business Outlook

Pros

The opportunities, the scale of the company and the projects and the chance to push yourself as had as you want. Black & Veatch is truly a global company, and the opportunities to travel, to work in different fields and to work on huge, difficult projects are there, if you want them. There is also (unfortunately) too much opportunity to just warm a seat, to the detriment of the whole organization. Overall, better than any organization of a comparable size and scale that I have seen, but not yet all the way to its potential, especially with regards to an understanding of how to match skills to the market.

Cons

The occasionally Byzantine nature of the politics and the difficulty in keeping focus on the essentials, are the worst elements. Like any organization full of ambitious people, there are occasional lapses into shameless careerism, to the detriment of the overall organization, and unfortunately too often rewarded. In addition, we seem to have strayed (occasionally) from the essential wisdom of the founders “Get, Work, Do Work, Make Money”. Perhaps a bit simplistic these days, but still a better focus on what we actually do than other attempts. A clearer match between strategy and the markets needs to be implemented, but that as for all comparable organizations is easier said than done.

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5.0
Jun 3, 2026
Recommend
CEO approval
Business Outlook

Pros

Great team to work with in SCADA

Cons

Nothing to specify.. so far everything is good

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Black & Veatch Response
4w
Thank you for leaving a review! We appreciate the feedback!
1.0
Jul 2, 2026
Recommend
CEO approval
Business Outlook

Pros

Fair starting compensation, the team I lead is very dedicated, the onboarding process is very smooth, there are opportunities to mentor and be mentored.

Cons

The current performance management process is deeply flawed. Leaders collect ratings from managers and supervisors, then gather in a room with peers to “calibrate.” During this meeting, a predetermined percentage of employees must receive low ratings. At one point, someone referred to this as “forced ratings,” and the IT leader became visibly upset, insisting that it was not. However, I was present for the discussion: we lowered ratings, checked the spreadsheet, lowered more ratings, checked the spreadsheet again, and repeated this cycle until we hit the percentage the IT leader said had to be met. From conversations with peers outside of IT, this appears to be a common practice across the organization. Unfortunately, the approach often results in employees receiving ratings that do not accurately reflect their actual performance. These artificially lowered ratings directly affect merit increases and bonuses—even if the bonuses are relatively small—creating consequences that feel at best unfair. Regardless of what label is used, the experience felt undeniably forced.

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