MIT reviews

In my experience at CSAIL, I observed challenges within the Management and HR departments. Specifically, individuals such as Gretchen Jones, who held a managerial position, and Stephan from internal HR, contributed to a less-than-ideal work environment. Gretchen Jones, in particular, exhibited a reluctance to engage in effective management practices. She demonstrated impatience when faced with inquiries, preferring to provide information once and then disengage from any ongoing support or guidance. Over the course of my seven months with the organization, I noted four instances of team members departing from her team, indicative of a management approach that prioritizes avoidance over active leadership. While maintaining a pleasant demeanor in personal interactions, Gretchen's conduct in meetings revealed a harsh and backstabbing disposition. Similarly, Stephan, the HR representative present in many of our meetings, appeared disengaged and unhelpful. His consistent refrain of not understanding the specifics of my role, coupled with a passive stance of mere observation, suggested a lack of substantive support. It became evident that Stephan functioned more as a conduit for Gretchen's perspectives, rather than an advocate for employee well-being. In my attempt to address these concerns, I found myself standing alone, as others remained silent, perhaps due to a culture of secrecy surrounding such matters. Even other managers appeared aware of Gretchen's management style but chose not to intervene. In conclusion, my experience with management and HR at CSAIL has been unsatisfactory, and I hope for a more proactive approach to addressing these issues to create a healthier work environment.

As a PhD student you work more than full time hours but are marked as “20 hours/week,” and you don’t have access to HR when you have harassment and discrimination complaints against your seniors and bosses, or need workplace accommodations. There’s just a dense network of “support” offices that are accountable to the university administration but not to you. The university treats you like an undergrad student, while your bosses deny you educational and professional development opportunities in the name of “spending more time in the lab.” If you do what you’re told, you emerge as a highly trained technician with poor job prospects, trauma, and none of the project management, coaching, strategy and leadership skills you need to advance your field. If you want a real education you have to openly rebel.