PaR Systems - Anonymous employee PaR Systems Employee Review

3.0
Oct 18, 2017
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Great projects and good Engineer core who work well with each other. Many engineers have been with the company for a very long time.

Cons

Budgets for Engineering hours are set by management who have no experience in what it takes to design a never built custom piece of equipment and then Engineers are under the microscope when hours are exceeded. The company does not invest in employee training. Employees train each other.

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PaR Systems Response
8y
Thank you for your input. Yes, we have great projects and great employees! Budgets for projects are market driven, guided by engineering fellows, chief technology officer, and subject matter experts. Some projects are driven by client needs that are fast paced guided by their needs and market demands. We stretch to meet those needs where we can. It is those efforts that afford PaR to be the great place that it is, with great projects. We are always working to expand training opportunities, which can be both unique to functional skill set and on the job training for custom solutions. We will always embrace our engineering community to nurture and grow one another through the wisdom that each person gains solving the most challenging tasks.

Explore other reviews about PaR Systems

5.0
Feb 11, 2025
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Incredible team of engineers working in a collaborative environment on challenging automation projects

Cons

If you aren't setup for a fast-paced work environment, it'll be challenging to keep up.

3.0
May 18, 2026
Recommend
CEO approval
Business Outlook

Pros

PAR Systems has ambitious goals around company growth, visibility, and financial performance. The work itself can be technically interesting, and there are talented people across the organization. Some managers genuinely support their teams and create positive working environments.

Cons

There can be a disconnect between leadership priorities and employee experience. Leadership appears highly focused on growth, financials, and external visibility, while employee development and retention often feel secondary. Career progression for long-term employees can plateau after 5+ years unless moving into management. Raises for most employees tend to be modest and often feel more inflationary than merit-based, unless employees consistently sacrifice significant personal time or take on unsustainable workloads. Management quality is inconsistent. Some managers are invested in developing employees, while others appear more focused on personal visibility and looking successful to upper leadership. Bonuses are reserved for management and leadership, which can create frustration among high-performing individual contributors who do not share equally in company success.

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