Leviton reviews

Salaried exempt (you heard that right) individuals are now expected to clock in and out using a Kronos time system. Projects are consistently behind schedule. Pay raises are minimal at best. The highest raise for 2009 was 3% despite the division having a good year. At times the realtionship between the engineering department and other departmets would appear to be adversarial instead of cooperative. Since I have worked here the turn-over in the engineering department has been enormous. After 2+ years, there are fewer than 6 individuals that have more time in the department.

This is the Lighting Management Systems division of Leviton Manufacturing. Salaries are about 20% lower than for the same positions in the area. As mentioned, Salaried Exempt employees are now required to clock in and out when arriving in the morning and leaving in the evening and for lunch. It was rolled out with a thinly vieled story about tracking vacation accruel. Most people in management are incompetent - especially in the technical areas. Length of time at the company means more than knowledge and skills. The current Engineering Manager (calls himself a director) has no college degree, but worked in tech services (i.e. field service) for a number of years. Very few in the department respect him. The company medical plan is self insured. Blue Cross & Blue Shield of NC manage the plan. Being self-insured, the out-of-pocket expense is much higher than the last 2 companies I worked for. Little to no support staff - comman for high paying engineers to be filling out paper work that could (should) be done by an admin staff individual. Adversarial relationship between the Engineering Manager (Paul Maddox) and the rest of the comapny. I have been reprimanded for sharing information with Product Management that I certainly thought Product Mgmnt should know. The company has no clue on how to estimate and manage software projects. Managers do not listen to the engineers they have hired to rpovide this insight. Leviton is a manufacturing company and the management approaches everything with that mindset. Last, but least - 'scapegoatism' Management insist that you own your failures and mistakes, but refuse to accept any responsibility for those events when their incompetence and decisions have contributed to failures. Paul had 3 projects that are years behind schedule, so he hired project managers for these three projects and immediately started riding them for the project being late. I have seen 5 people get fired in a 3 year period - the reason is always contrived. In almost any other company, this termiantion rate would be questioned not only by HR but by senior management. Not here. Even without th firings, the turnover rate is extremely high. I could go on, but if you have taken the time to read this, I think you can imagine some of the other problems with this company.