For the most part everyone is legitmately trying to do their best in the face of exceptionally challenging work with dwindling resources. And by resources, I mean people- there's just so many programs/efforts going on that you cannot fully staff everything the company wants to do.
Everyone was nice to work with
I could see the leadership team is trying to adopt to modern processes. Early career engineers are being recognized for their contributions to the team.
Review from Engineering Dept
They care about growing people and agree that Boeing pay practices and compensation are low.
Managers are not engineers anymore. While they obviously have a foot in engineering they need to do more managing and less of the individual contributor work. I have requested 3 times in 3 weeks to have my end of the year performance review with no luck as to get one.
Posted 19 days ago
I'm not sure I can pinpoint what can change the Boeing management culture to make Boeing a "better" company than it is.
Caring about employees and treating them with respect.
Managing upwards. They fail to challenge upwards and feedback the effect that regressive policies are having. There is no upward clout. We regularly use local 'workarounds' to find ways around policy - or lack of it.
The compensation at Boeing is not merit based. Instead, the compensation is calculated based on year of services regardless of an engineer's performance and contribution to the project.
Review from Engineering Dept
Higher base salary, any stock as part of compensation, working with the best and brightest, executives not hiding behind lies that they are doing right by their employees but actually knowing there not, modern tool sets and workplaces, growth based on recognition not age.
Customer-facing roles are rarely benchmarked against the customer environment. I earn significantly less than the role I could have in one of my customers, yet require the same level of knowledge and experiecne - or higher. Boeing has little real-terms knowledge of the customer environment.
SPEEA (Engineering union within Boeing) has salary charts -- so you have an idea where you are on the pay spectrum.
I am currently paid 93% of the average engineer for my age. I have one patent and am working on a second.
To be fair -- I started Boeing in my late 20's. 10 years this year!
Bonuses are zeroed out even though our CEO makes a fortune. Hardworking employees are seen as expendible.
better base salaries (currently 50% below market rate), growth based on merit not age, and modern building and tools. Our places for work are depressing and antiquated.
US-centric policies and strategies need to become more dynamic globally or regionally. Leaders need to listen and be accountable for results. There is no training and no personal development; if you want to progress you need to arrange this yourself
Modern work spaces, protect people to talk.
Stop cutting corners and rushing just to make production numbers and bonuses (management), which is why Boeing is dealing with the fallout from these type of things.
New management and focus on quality not time and money back to shareholders
We keep failing all of our large projects. We bid and are always 2x in cost and late in schedule. We are an embarrassment to the industry.
It has too many constituent elements stuck in the past. Combined with the brain drain during recent lay-offs have left the organization short of good people and even shorter of good ideas. There needs to be significant changes to HR and People policies to stimulate employee pride and trust.
Stop having major failures and win projects
Trim the 10,000+ VPs to 1000 or so. Also, most execs hire in with an engineering degree (maybe), they get coffee for a senior manager for a few months while earning an MBA, then start up the promotion ladder - screwing up progressively more important "leadership" roles.