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MITRE Reviews

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475 Reviews
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MITRE President and CEO Alfred Grasso
Alfred Grasso
334 Ratings
  • 7 people found this helpful  

    Good place to work, like any place, they have thier issues.....

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Current Employee - Senior Communications Engineer in Eatontown, NJ
    Current Employee - Senior Communications Engineer in Eatontown, NJ

    I have been working at MITRE


    Good retirement, paid time off, and tuition reimbursement benefits. Great environment, culture is very upbeat. Good oppurtunity to reach into various projects if you make yourself visible and available. Great networking oppurtunities while working with great people. Corporation offers great internal training courses, great IT support for equipment and online internal resources. Very accomodating work schedules affoded for folks with families and telecomuting is heavily leveraged. Organization hires talent with great credentials.


    As a non profit organization, there is a very limited, and I mean limited bonus structure. You will find that perception trumps talent occasionally which can be very frustrating for some who aren't gifted at gaming the system for advacement, recognition and promotions. Overall this is a systems engineering organization which typically doesn't bode well with techy type engineers who like to get their hands dirty in actual design. Design type projects are mostly up in the Bedford, MA and Washington area.

    Organizaition for the most part is very top heavy and the careers of those at the working level are left to deal with managements incompetance. Internally, I see and hear of the work that goes on in various projects that adds up to nothing more than overpaid overskilled administrative support to the customer, not what MITRE preaches. You will find that folks with the "fake it untill you make it" mentality do the best here and continue to rise. I am oftem amazed to see the employees who get promotion after promotion have a profile where they stay on key visible projects just long enough until they crumble in failure just after thier departure.

    Advice to ManagementAdvice

    Grow talent from within and keep management at all levels accountable for attrition and failure to recognize thier working personnel for their accomplisments and potential. Suggest MITRE officers look back at all the major DoD failures that have occurred over the last 15 years which had MITRE support and see who worked those projects and hold them accountable in the long term. You will see that many of the these people have a history of moving from project to project while accruing promotions. Soon after they leave the projects, the damage left behind begins to surface.

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