- Work/Life Balance
- Culture & Values
- Career Opportunities
- Comp & Benefits
- Senior Management
I worked at VHB full-time
Summer Friday's are nice. A lot of people in the company are very nice to work with. The CEO is very dynamic and means well.
VHB is a small to mid sized Massachusetts firm trying to make it in the big leagues. They don't seem to know how to pull this off.
Unfortunately, it seems like management thinks that the way to grow in new markets is to spend all their efforts on making big name hires, flying people in from Massachusetts (to tell people "how it should be done") and ordering in expensive lunches for people who haven't billed to a project since 1992.
Meanwhile, junior and mid level staff toil away with low raises and pathetic bonuses and no opportunity for advancement.
Resources and opportunities are overly focused on the Massachusetts offices. Getting adequate IT support (or equipment), getting promotions or advancement are all but impossible in other offices.
While fighting over work is normal at any consultant firm, it seemed to be over the top at VHB. Again, major decisions on pursuits need to be vetted through too many levels, usually by people who don't know the local market. When work does come in, you better pay up to the Watertown/Boston office (instead of growing a team in your local market).
Advice to Management
There are a lot of great people who work at VHB, but there is way too much infighting and internal politics. Empower local staff, empower junior staff and things will get much better. Focus less on the Massachusetts markets and make sure opportunities and resources are available equally throughout the company.
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I applied online. The process took 3 weeks. I interviewed at VHB (New York, NY).
Started with a 30 minute phone screen with a recruiter which described in general terms the role, the team and the company. The recruiter also asked general questions about my experience and my interest in the role.
I then moved to an hour phone interview with the head of the department and 2 managers. This was more in depth about the role, my experience and lightly technical with discussions around technologies, workflow, day-to-day practices and work styles. Also, we went through an overview of portfolio projects.
I was then invited onsite and met in person with the head of the department, 2 managers and the head of another closely related department. This lasted for about 2 hours. This was an opportunity to meet those that I might be working directly with on a day to day basis and talk more about the team, technical practices and their alignment with my experiences. This was supposed to be the final step in the process before a decision was made.
I was in contact with members of the team throughout the interview process. After the onsite interview, I reached out to those thanking them for the opportunity and checking I'm on the status. I didn't receive a reply until a formal HR email stating they chose another candidate nearly 4 months after the onsite.