Hill International

  www.hillintl.com
  www.hillintl.com

Hill International Jobs & Careers in Bellevue, WA

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30+ days ago

Vice President of Business Development

Hill International Seattle, WA

Client Contact: • Meets directly with buying influences to obtain client and opportunity information • Formally documents win strategy and Red… Glassdoor


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Hill International Reviews

36 Reviews
2.8
36 Reviews
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Hill International Chairman and CEO Irvin E. Richter
Irvin E. Richter
21 Ratings
  1. 1 person found this helpful  

    A great company to the public's face but one that denied it's own internal problems and refused to improve upon them

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Former Employee - Marketing Management in Bellevue, WA
    Former Employee - Marketing Management in Bellevue, WA

    I worked at Hill International

    Pros

    Before the acquisition by Hill International is the only time period I can speak to. The company worked on a variety of interesting and high-profile projects that were great to be a part of. The benefits were good as well. Treated their clients supremely well. A strong history of successful projects - not all very well documented along the way however. Very closely lobbied intense personal and professional relationships to guarantee recurring business with the right government agencies and contractors. Very thorough professional staff who were its strongest points when it came to delivering on customer satisfaction and project approval.

    Cons

    Senior management was dysfunctional, turned a blind eye toward the disregard with which other managers treated their subordinates. Management was not very technology forward in adopting new ways of doing business, very behind the times in several regards. Old school style management that overlooked many opportunities to gain employee buy in to improve the general morale. Not very sophisticated managers. Frequently terminated people for little to no cause; hired people unsuitable for their roles who presented themselves as more capable than reality proved them to be; did not hold each individual to the same standards. Preferential treatment was plain to see.

    Advice to ManagementAdvice

    Implement 360 reviews of managers and employees appropriately and implement improvement programs that people are held accountable to. Stop playing the "good ol' boy" network games, playing favoritism and start promoting greater gender equity among the staff, i.e., stop favoring women for higher positions simply because the company was founded by a woman. It was reverse sexism that was very 1980s and out of date and out of place.

    Doesn't Recommend

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