Working at United Technologies Corp. in Hartford, CT: 3 Employee Job Reviews by Real Employee working in Hartford, CT Area

"Great education challenges and cultural exchanges occur within the environment. No day is the same"

What do you like about working at United Technologies Corp.?

"Stable employment, opportunity to move between divisions, interesting product line."

Do you have any tips for others interviewing with this company?

"Be prepared to stay at the same level unless you are friends with a senior executive."

What don't you like about working at United Technologies Corp.?

"Employees are not trusted to make any impactful decisions. Important information about the strategic direction of the company is not shared."

What suggestions do you have for management?

"Make the culture more inclusive. Push down decision making as far as possible."

What do you like about working at United Technologies Corp.?

"It was a job."

Do you have any tips for others interviewing with this company?

"Be aggressive upfront about your prospective compensation and career development prospects because once you are in there your negotiation chips are limited at best. Negotiate for the best possible compensation and make known your intentions about your career prospects."

What don't you like about working at United Technologies Corp.?

"Career advancement opportunities were limited especially for engineers who wanted to transition to other professions outside of engineering. The positions were available but certain managers restricted the options of their direct reports so that most employees had to leave the company in order to grow and advance in their careers. The general company policy was for career development and advancement but the implementation was poor because of short-sighted and selfish middle managers. Compensation was another major issue. It was very poor relative to other companies in the same industry."

What suggestions do you have for management?

"Educate and train your middle managers more on career development. teach them that part of their responsibility is talent development regardless of where that talent eventually ends up. Most managers were not committed to the career advancement of their direct reports. Maybe an incentive on talent development might improve this troubling trend."