The work- and therefore professional development and future opportunites -for a survey researcher is limited in scope. - Survey Researcher Mathematica Employee Review

2.0
Mar 17, 2011
Recommend
CEO approval
Business Outlook

Pros

The salary is nice compared to other places. Though for a survey researcher, it is generally lower than for a researcher (even if the survey researcher has a more advanced degree). The organization tends to accomodate work/life balance issues very well. The organization as a whole is very hierarchical, which can be good for people who like that sort of thing. Some managers in the survey divisions seem unaccustomed to managing personnel with advanced degrees, but they have begun making a noticable effort to try and keep these staff engaged in their jobs. If patient, there may be long term pay offs to this strategy (for personnel and managers alike).

Cons

The work itself can be dull. As a survey researcher, you are given little responsibility and not viewed as a potential leader in the company as a whole (e.g. as a project director, for example). It takes the company a very long time to integrate new people. It can be disconcerting to find that after you get the job, you still have to lobby for work. This isn't terrible in an of otself, but it would be useful to let prospective job applicants know this. The methodological leaders in the survey division seem to have somewhat outdated information as far as survey methods are concerned. There is little to no methodological innovation. The company has many resources (both interms of talent and money) at its disposal and could make better use of it for methodological innovation..

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5.0
Apr 11, 2026
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CEO approval
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Pros

Great colleagues, 401k match, and interesting work

Cons

Work life balance could be improved and more ability to move between departments

3.0
Jun 29, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Smart people, impactful work. A real community.

Cons

Poor strategic planning. Rather than performing real analysis and proactive thinking, leadership reacts to the environment. Strategy development and implementation at Mathematica seems like leadership throws wet spaghetti against the wall to see what sticks. In the 2010s, it was predictive modeling. Rather than proactively using predictive modeling to support their client's goals and the organization's mission, they created a data analytics division, hired smart people, and provided no guidance to support the division. Today, AI has replaced predictive modeling. These examples provide two instances of failures of corporate leadership; many more exist. Unfortunately, the company suffers from short-term incentives and an aversion to long-term investments. As an employee-owned company, you would think that the board and leadership would be more responsive to the employees. No! Over time, they have removed employees' voices from decision-making and focused on increasing their own power and independence.

7
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