Permatemp Heaven - Anonymous employee Black & Veatch Employee Review

2.0
Jan 26, 2012
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Although still behind the times BV is starting to make great strides in updating their technologies. This should help automate alot more functions for employees in the future. Depending on location, opportunity to learn new things is there.

Cons

You are often thrown into a job role with little to know training. The "sink or swim" method is highly popular at BV with little to no training from your manager. This is in part due to the manager not knowing their role as well. The managers who think they perform wall in actuality are micromanagers who would rather spend more time clocking your every move than being productive themselves. The job responsibilities need to be realigned as alot of positions are loaded down with work while other roles are not. The other issue is, at least in certain divisions, is that they are very contractor heavy. I have witnessed them keep people in contract roles for as long as 2 years before converting them, why? Is that really cost effective? While i understand the budget contstraints and the cost savings, after so long its not effective cost saving to keep these positions as contract.

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5.0
Jul 15, 2026
Recommend
CEO approval
Business Outlook

Pros

Great culture, flexibility, benefits and pay.

Cons

I do not have any. Great place to work.

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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