FilterNorth Billerica, MA
Some of the best people in the industry to work with ( technicians, engineers, some managers). Many more good people than bad. If you show initiative, you "can" get noticed. Most supervisors would accomodate people working flextime or non-standard schedules. Getting time off was usually no problem.
The In-house training was excellent. They brought in a company to train the technicians & engineers on Ethernet networking. We had hardware engineers that would give classes on the technologies used.
The place is like a family. Everybody knows everyody else.
Pay is comparable to similar technical jobs at other companies.
If you show initiative, you "can" get noticed. That's if your supervisor / manager or VP like you and want to promote you. Often times, that would not be the case. People would work for one organization, but be performing functions across 3 or more organizations. And they would usually not get the recognition they deserved.
Technical people at levels higher than a technician were expected to travel, even though some of these people did not want to travel and were still major contributors to the business. If you did not travel, you did not get promoted. Engineers were often underpaid, but were expected to work to meet project deadlines
New employees would come in at higher pay rates than existing employees, with no compensation offered to the existing people. There is some nepotism. There was always plenty of money for diversity and HR kinds of stuff, but never enough money to buy the necessary test equipment. Most of these issues you would see in any company.
Advice to Management
Never mind spending money on your website, pay the people who got you where you are today and don't be so quick to let technical people go during tough times.
I worked at Microwave Radio Communications full-time (More than 10 years)
MIcrowave Radio was once the market leader in the telecommunications and ENG industry. Technical innovation and creative product development was supported by an outstanding operations and customer focused systems engineering staff.
In the past twelve years MRC has been owned by the British company Vislink. Several waves of unstable management have focused soley on profit and what many feel was simply personal gain. Consequently, product and market focus has been lost . A signifigant amount of product development has been transferred to the U.K. further alienating the US market needs. Over the past five years the employee population had dimished through a series of reductions from a high of 245 to approximately 70-75. The remaining management is ineffectual , uninspired and widely disrespected for a variety of reasons by the employee that have survived the downsizing.
Advice to Management
British management needs to sell the remaining legacy business to a US owner. There are oppurtunities for continued support of legacy product and new avenues to develop products for the US market and large international markets that can be taken advantage of.
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