Kimley-Horn Reviews

Cons

We do work hard so be prepared to contribute.

Cons

Company of overachievers - however, I view this as a pro because I am pushed to work harder and learn more.

Cons

Be prepared to work hard.

Cons

The company is financial successes come at the expense of business metrics being highly focused on. At times this feels like a negative, but the financial rewards that result from it make it worthwhile.

Cons

Where do I start? If you're willing to work like a dog and in an unethical and abusive environment, this is the place for you! Forget about your personal and social life; dive right into the blatant racism and sexism. Honestly, if you are even considering working at KHA - run for the hills. It's an absolute nightmare to come to work every day.

Cons

The hours can be long, especially depending on your work style. Some folks like to stay late on weekdays and then unplug every weekend and other people work shorter weekdays and partial weekends, so it’s really dependent on the employee’s lifestyle.

Cons

Immediate coworkers and management are very hard to get along with. Since there is the rank system, many tend to think they are better than everyone else and will not give you the time or day to talk to them or ask questions.

Cons

There are downsides to the culture as well. Kimley-Horn is an "extra effort" firm; that is, the expectation (though not a hard-and-fast rule) is that you work a minimum of 46 hours a week (115% of a normal week). That's because your utilization rate (or UT) when you start as an analyst is usually 96%. That's on the Production (or P-Ladder) side. Marketing is generally lower, but UT is a requirement for everyone who works for the company.

Speaking of acronyms, Kimley-Horn has a language all of its own: UT, MUT, Multiplier, Job Starts, Go/No-Go, Pre-Sell, G2, OPA, IBP, Business Plan, Milestones, Castaheads, Lead Tracker, YPs, Go-Bys, TPTO, Shifting, PMs, Practice Builders, Debentures, path to ownership. There is a KHulture all to itself. The indoctrination is swift, and it is difficult to be a true part of the company unless you drink the KHool Aid. Employees brought in at the mid-level or as practice builders have a difficult time adjusting to the KHulture, and turnover is high.

As a PM, there is extreme pressure to have "job starts" (i.e. bring in work), and competition is high as a result. As bonuses (of which there are two levels, Outstanding Performance Award and Incentive Bonus Program) are tied directly to performance (and AR in the case of IBP), there is often infighting over who will PM a marketing effort. PMs often become disconnected from actual work as they are chasing the next proposal.

As an Analyst (P0-P3), your OPA is tied to your UT. Miss your UT, your bonus drops. YPs desperate for UT will be found shifting to regions where there is work, relocating for extended periods of time away from family, friends, and healthy living. And forget about passing the PE exam if you're on that track; you will receive no break on UT, time off to study (PTO counts against UT), or internal preparation to pass the exams. The pass rate is my office was probably 15% on the first try.

There is always much discussion about the "total compensation package" when you join the company, i.e. salary + bonus + 401k + benefits. That's because salaries are kept on the median to low end of the industry, with a potential for higher bonuses and the 401k making up the difference. If you're okay with a lower salary and the potential for a nice gift in December (or 4 times a year on IBP), this is the place for you. You could potentially retire early, if you make it that long.

The California region is severely broken. It has developed a fractured, bastardized version of the national culture that no longer reflects the ideas of Raleigh. One, extended trip to a training session (either FOC, FOP, or Consultant Training), where multiple regions are represented, will expose the inefficiencies, hubris, and lack of connection to production employees by the regional team. Certain SVPs, around since the infancy of the region, have been allowed to borderline and outright abuse their YPs and Mid-Levels in the name of jobs starts and ownership levels.

Lastly, the "path to ownership". First, you must become an associate (which also has some perks). Then you are invited to become a debenture-holder (make sure you're consistent on your job starts and, while it could be quick, the time-frame to become a debenture-holder is indefinite). Then you must write a check to purchase your first debentures (low-yield CDs, in effect, which you "loan" to the company). Then you build debentures from IBP (you must be in IBP to be a debenture-holder) until you have enough debentures to show your "appetite" to own shares. Then, you wait. And wait. And wait, until your debentures are used to purchase shares, if you are invited.

Cons

Kimley-Horn is not for everyone. All consultants work many many hours, but Kimley-Horn does it better than anyone else. They have some of the highest utilization rates in the industry. 120+% total effort weekly is encouraged. Kimley-Horn is an engineering firm. If you are not an engineer or like winning your own work, you likely won’t last. There is no appreciation for niche or support practices. Period. The ridiculous compensation, especially of senior staff, does not lead to mentoring or development of junior staff. No one is going to sacrifice the least for you when there’s so much money on the line.

Cons

not a great place for people that need to have a "boss", or want to be a "boss"