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      MITRE

      Engaged Employer

      MITRE reviews

      3.2

      48% would recommend to a friend

      (2,664 total reviews)
      avatar

      Mark Peters

      72% approve of CEO

      20% positive business outlook

      Ratings by category

      4.0

      Work/Life balance

      3.5

      Diversity & inclusion

      3.4

      Compensation and benefits

      3.2

      Culture & values

      3.0

      Career opportunities

      2.6

      Senior management

      MITRE has an employee rating of 3.2 out of 5 stars, based on 2,664 company reviews on Glassdoor which indicates that most employees have a good working experience there. The MITRE employee rating is in line with the average (within 1 standard deviation) for employers within the Government & Public Administration industry (3.6 stars).

      Ratings by demographic groups

      Reviews by job title

      3K reviews
      2.0
      Mar 13, 2019

      On a Steady Decline

      Systems engineer
      Recommend
      CEO approval
      Business Outlook

      Pros

      Exceptional work-life balance if you happen to work on a relaxed task and have flexible project leaders that allow it Endless cool project opportunities IF you are ambitious and able network enough to seek them out McLean campus is undergoing renovations that can make MITRE a fun environment to work in Cafeteria is incredibly convenient

      Cons

      Incredibly poor management at every level - executives couldn't be more out of touch. An extreme lack of transparency exists across the management hierarchy and as a result, the company is run very inconsistently. For every ambitious individual you meet, there are about ten more who are content delivering the bare minimum or less. This is not to say that MITRE lacks talent, just expect to go well out of your way to find those pockets of exceptional staff to work with. Unfortunately, it seems that this company is losing sight of its core values. MITRE used to be about doing challenging work and serving the public interest; however, the company culture has now shifted to take on a more commercial feel ie. over-hiring, "butts in seats", taking on staff augmentation work. The difference between MITRE as an FFRDC and any other government contractor is rapidly dissolving, which is a shame. MITRE recently hired many "early career professionals" with no real plans on how to manage them - there is no assurance of their growth or even their added value to sponsors. I am confident that the new Team-based learning and Development program (TBLD) will not change this. The amount of nepotism I've witnessed in my short tenure at MITRE is very disappointing. MITRE also just lifted a policy that limited the referral of family members so now it's even easier for nepotism to proliferate. Promotions are difficult to come by at MITRE and it doesn't help that they are given based on luck, not merit. Certain program divisions will promote you for simply existing. However, bust your butt for years in a tech center and you might get considered for a promotion IF you threaten to leave the company first. MITRE is no place for mid-career professionals, which is why the company is experiencing retention issues. This company used to be known for employing "experts" and "academics". This reputation doesn't exactly hold true anymore.

      avatar
      MITRE Response
      7y
      Thank you for your review of your time at MITRE. Today, just as much as in our 60-year history, MITRE is working in the public interest. Our public-private partnerships and independent research program are set up to solve the current and future challenges of our sponsors, as well as those challenges aligned with MITRE’s mission that extend beyond one or more of our sponsors. Our core values of integrity, partnership, excellence, and public interest continue to guide the work we do every day—including our hiring processes, which are designed to bring in the world’s best talent and leaders, leveraging staff networks while protecting against nepotism—and are critical to advancing our mission to solve problems for a safer world. To fulfill this mission, we need learning-minded talent at every level—early career, mid-career and late-career. Our belief is that diversity drives innovation, and our multi-generational workforce is one dimension of the diversity we need to push the boundaries of what is possible in service to the greater good.
      2.0
      Aug 17, 2018

      Analyst

      Anonymous employee
      Recommend
      CEO approval
      Business Outlook

      Pros

      The benefits are still good.

      Cons

      The organization’s culture and reputation are in decline, accelerated by the implementation of the MITRE Way (MW). Its bifurcated management structure eliminates accountability and promotes “takers”. The practice of immediate promotion potential was a beacon for the overly ambitious. The poseurs realized that taking credit for a team’s work is not only acceptable, it is commendable. Consequently, staff with limited technical and domain bona fides are moving into roles for which they are ill-equipped. When these folks fail, they are moved to safe staff jobs versus being demoted and sent back to work programs. Finally, the latest MW ”feature” - co-department heads and technical directors – totally ends accountability and merely adds to the appearance of everyone gets a prize. Why not take this to its logical conclusion and have co-VPs and SVPs?

      2.0
      Aug 10, 2018

      Very questionable decision making and processes

      Anonymous employee
      Recommend
      CEO approval
      Business Outlook

      Pros

      HQ is in a good location, nice/updated facilities, and good people in the lower-to-mid ranks that really do want to have impact and have their heads on straight.

      Cons

      It's all about speed now. Forget quality, or creating something fundamental... like a business plan. That just slows progress according to executive leadership. Just "make the thing" and roll it out with lofty/impractical expectations and vision statements masquerading as project goals and milestones. And when those "goals" obviously don't come to fruition, make sure you throw the developers and various support staff under the bus because they can't cut it or "aren't doing their jobs." Surely it isn't/wasn't your absurd leadership that's to blame, because you're the smartest in the room. Always. .......... Please note the sarcasm, because I'm laying it on pretty thick.

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