Skanska USA Building

  usa.skanska.com
  usa.skanska.com
There are newer employer reviews for Skanska USA Building

 

Great place to work.

  • Comp & Benefits
  • Work/Life Balance
  • Senior Management
  • Career Opportunities
Current Employee - Superintendent
Current Employee - Superintendent

I have been working at Skanska USA Building

Pros

I have worked for a few different companies in the Construction Managment and General Contracting buisness. Skanska is one of the most ethical orginazations i have seen. They are a leader in the Green Building movement. They are doing very well at keeping us all employed and busy even with the slow in construction we have been facing these last few years. There is alot of oppurtinity for advancement. There is alot in place for young professinals who maybe coming fresh out of College. Being one of the worlds largest companies in the industry if you wanted to relocate to a different area there is a great chance of being able to do it. Skanska has great employee benefits and pays really well. Great bonus plans and vacation time. Skanska is a very diverse company with people from all walks of life. Being such a large firm Skanska knows how to use that large diversty to help us take the lead as one of the best companies in the industry. Skanska is the leader in safety with their Injury Free Enviorment.

Cons

They do not pay there hourly /feild employees for holidays or offer them any paid vacation in my region of the country. It is really up to the Super to help place hourly employees from job to job the company itself does little for feild hourly employees. Feild hourly employees are not included in company functions. Feild employees /hourly employees do how ever get medical dental vision and life insurance.

Advice to ManagementAdvice

Skanska really needs to improve its retaining of hourly feild employees in order to continue to be a leader in the market. Paid holidays, paid vacation a little better recognition for those many guys and girls in the feild working on an hourly basis would truly help take us to the next level.

Recommends
No opinion of CEO

59 Other Employee Reviews for Skanska USA Building (View Most Recent)

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  1. 1 person found this helpful  

    Great place when times were good

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Former Employee - Anonymous Employee
    Former Employee - Anonymous Employee

    I worked at Skanska USA Building

    Pros

    They pay well and offer opportunities to young professionals in good times. Very solid company to put on your resume.

    Cons

    They are laying off people left and right. There seems to be no real pattern to how layoffs are being conducted. Majority of layoffs are younger people. So there are a lot of chiefs with no Indians right now.

    Advice to ManagementAdvice

    Perhaps more honesty and openness about how layoffs are being decided. You have let so many young talented professionals go, it may be difficult to build that back up.

    No opinion of CEO
  2. 4 people found this helpful  

    Typical "used to be" Construction Company - now global giant corporate institution --- with potential for greatness

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Former Employee - Senior Management
    Former Employee - Senior Management

    I worked at Skanska USA Building

    Pros

    Focused on leading the industry in Safety, Environment, Technology, People Development and Diversity. On any given day, Skanska AB has about $1B in the bank and has done a great job managing its cash, image and portfolio. While there are a few "stable" offices and members of leadership in the organization, overall its a great place for professionals building their careers through transition. This is due to the consistency in change within the organization. Since Skanska's major consolidation of its 13 sister companies in the early 2000's, there has been substantial leadership changes top down. This environment has afforded outsiders to "take the con" in remote offices and has allowed for young professionals to advance at a more rapid pace than they would at a well established and solid culture based organization. For Northeasterners this is a great place to work. New Jersey has been Mecca for the operation since the early 2000's, so there is a strong Northeastern influence on culture, business style and customer approach. Skanska AB hailed a US Citizen (Stu Graham) as its chief executive officer for several years, demonstrating openness to putting the "best" person in the right seat. There are a multitude of learning platforms, technology platforms and other leading edge components which can be selling points. The company is a hybrid-centralized organization. As such, its senior leadership team has ultimate authority to a stipulated value (set by Sweden). General Managers (or Regional office heads) have limited executory authority without internal consent from New Jersey and Sweden. This allows the Northeastern based culture and business approach to be retained. The hybrid- organization includes professional service groups (PSG's) which include legal, accounting, risk management, accounting, business development and safety (listed in order of authority). These groups report in silos directly to New Jersey which allows for a policing of the local operations units without recourse. Legal, accounting and risk management have a very strong presence in this organization. Cash position is a huge focus in 2010 - shareholders should be given numbers to satisfy their desire for positive numbers in a down market. There are sister business units including Commercial Development, Infrastructure Development and Civil. Skanska is well positioned to move towards Construction Manager Agency / Program Management work. Their model, overhead requirements, profit focus and other risk averse programs lend for an easy transition to this market. Employees are offered the opportunity to provide feedback yearly for the sake of measuring leadership and company direction. Some of the country's best talent in all aspects have passed through the doors of Skanska. Its a great training ground and career stepping stone for employees. Financial strength and bonding capacity are attractive to owners in the current economy. International working opportunities exist for interns and existing employees.

    Cons

    A top heavy management structure (there are 5 co- chief operating officers - lovingly referred to as "coo coo's") for various overlapping regions of operation in the US. The top 3 of the 7 level organization pyramid levels change often (sometimes just realigning areas of authority / management not just attrition) which creates culture changes and uncertainty in the ranks. A strong focus on a Northeastern culture and approach to business doesnt work well in the Northwest, South Central, Southeast or West coast. Reporting of financials tends to gravitate towards shareholder confidence and not "real" profit / loss / revenue trends. This ultimately will surface (seems to be on a 4 year cycle) and cause "surprise" amongst the shareholders and more turnover in senior leadership. The company is the epitome of a make-shift institution born from many start-up and entrepreneurial companies. While purported not to be a "Turner" - Skanska is headed towards the Turner model each day. Many of the leaders in place used to work at Turner including the risk manager for the company. The foreign owned and operated company has earned a small share of federal work over the past few years but will most likely face more challenges as pressures continue to rise for award of federally funded projects to remain with US owned and operated companies. For superintendents, there is no hope for self-perform (at least without consequences) and you will have very limited say in how the company operates or affect on the culture of the company. Further, you must be skilled in managing (not running) the work. You will effectively be working for a "true construction manager". As with any large institution "years of service" or "dedication" are of little to no value. This isnt a slight on the company, its just a reality of leadership typically being in place for a short span of time and having no allegiance or sense of depth to those who may have served the company for 20 plus years. I have seen 20 plus year employees dismissed without a thought ... again , not a slight, just a reality of working within a shareholder driven institution. Employee feedback is a year in arrears and is often times "off the mark". Sr. leadership is very reactive rather than proactive. Business plans are haphazard and reactive to market conditions. While the brand is a house hold name in the Nordics and becoming more popular in the northeast US, the brand remains stifling in the other areas of operation. It is arguable that this occurred due to the impatience of Sweden to single brand their acquisitions (in comparison to Hochtief who is just now slowly branding Turner, Flat Iron and others). You are "just a number" at an institution of this size and culture. The current culture is one in which you have to watch your back and make sure you dont upset the company politics has dissuading me and several of my leadership peers (some who have left some of who remain). For a company that was formed in 1887, the turnover rates of long term employees is astronomical. If the turnover of employees including leadership continues - there is a likelihood each employee will be required to wear a name tag to work as part of the company branding and flair. With many owner RFP's requiring projects submissions with a 5-10 year span there is the risk that many of the persons who ran the projects for Skanska wont be there to "sell" the company on the next project.

    Advice to ManagementAdvice

    Skanska has the potential to be a truly great company. Either opt to empower the local offices to run their businesses or engage the regions enough as leadership to know the people, their strengths, weaknesses and potential. Develop a 5 year, 10 year and 20 year strategic business plan with specific written tactics to get there...share it with your employees...measure its success...Be willing to spend R & D money on new initiatives, community involvement (you have to do this to be the "City Builder"), becoming the "Green Leader" and developing your people. Most importantly, allow operational command to be supported by the PSG's in lieu of the opposite.

    Disapproves of CEO
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