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Microsoft Consulting in DC Capital Region

  • Work/Life Balance
  • Culture & Values
  • Career Opportunities
  • Comp & Benefits
  • Senior Management
Current Employee - Senior Consultant in Reston, VA
Current Employee - Senior Consultant in Reston, VA

I have been working at Microsoft full-time (More than 3 years)

Recommends
Positive Outlook
Approves of CEO
Recommends
Positive Outlook
Approves of CEO

Pros

Opportunites, Bonus potential espescially for federal consulting, overal benefits are very good

Cons

Paperwork required as government contractor, opportunities for promotion above the lower tiers

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  1. Helpful (4)

    Work elsewhere

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Current Employee - Software Development Engineer in Redmond, WA
    Current Employee - Software Development Engineer in Redmond, WA

    I have been working at Microsoft full-time (More than 3 years)

    Doesn't Recommend
    Neutral Outlook
    Disapproves of CEO
    Doesn't Recommend
    Neutral Outlook
    Disapproves of CEO

    Pros

    Seattle area is a great place to live. There's lots of hiking and outdoor activities. Microsoft has a lot of social clubs so you'll find other employees with similar interests.

    Cons

    The performance review system is amazingly bad for morale. Even people doing just fine are worried about getting bad scores. Instead of a positive culture of aspiring to excellence, it's all about fear.


  2. Helpful (2)

    I've got a good deal, job getting harder though

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Current Employee - Software Development Manager in Mountain View, CA
    Current Employee - Software Development Manager in Mountain View, CA

    I have been working at Microsoft full-time

    Doesn't Recommend
    Neutral Outlook
    Approves of CEO
    Doesn't Recommend
    Neutral Outlook
    Approves of CEO

    Pros

    Very mature company. Leadership is generally pretty solid. Great benefits though will be declining in 2013. Many, many different opportunities in Puget Sound. Much fewer opportunities elsewhere.

    Cons

    I work in the Silicon Valley office. The opportunities here are far fewer and at higher levels very difficult and frustrating. Almost every group in the Silicon Valley is a sub-group of a Puget Sound based group. At higher levels, way too much time is spent trying to communicate and politic with co-workers based in WA. This skill becomes more valuable than technical skill and is crucial for success in the Silicon Valley office. There is no such skill requirement for those based in WA, though the skill is rewarded.

    The company struggles hard to break out of the mold that was used for its early success. There are far too few people doing and far too many people talking about what to do. The current development model of PM + Dev + Test + (operations) incurs way too much friction. Too many people are serving in far too narrow roles for maximum efficiency. Several groups have made efforts to make this better, but the moment that something (anything) goes wrong with a progressive approach, these efforts are usually scrapped.

    Worst of all, Microsoft is failing in its efforts to be competitive for top-talent. The best new hires don't choose Microsoft and the stronger the employee, the more likely that they are just using Microsoft as a stepping stone to something far more lucrative. Microsoft's compensation system is not structured to reward the highest achievers sufficiently. As a result, they move on and leave the "B-players" to fight for the 225% of target bonus (10-30%) that is available to the best of the best.

    Advice to Management

    Find a way to do more with fewer people on all of the teams, and reward those people who remain successful with even higher rewards. Aim for a net-neutral compensation cost in the move. For example, cut every group by 5-10% of the people in the group but don't take the money out of the compensation pile. Challenge groups to find more efficient ways of operating and give that 5-10% of compensation back to the teams that make those around them better. More of that should be available to the upper managers to encourage them to take risks. The risk-taking culture in the company is dying. Everyone is choosing the safe path.

    Encourage groups to operate in the model that almost all new silicon valley companies are adopting; bizdev + devops. Eliminate the individual roles of pm, dev, test and operations and combine them.


There are newer employer reviews for Microsoft
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