Northrop Grumman reviews

During my time at Northrop Grumman, none of the new hires were allowed to work from home even when the work was completely on non-classified computers. They were also not allowed to work a flexible schedule. There were 5-10 covid cases per week, most of them in the building I worked in. About every 2 weeks, my lead would hold crowded in person meetings for all the new hires, which lasted about an hour, not give a skype option, and told us to not report how many people were in the room. Whenever I gave any notice to my manager about an appointment that would cause me to be late to work, he would say that it's fine in an email, then afterwards, schedule an in person meeting with me and tell me verbally to never get to work past 8am. He would then pry into the details of my appointments and say he was not able to tell anyone because he is bound by HIPAA. He would frequently call me on my off days. Not to talk about work, but to pry into my personal life. I eventually went to ethics regarding all of these issues concerning both my lead and manager. I was fired 4 weeks later. We would get monthly emails from the CEO, telling us how much she cares for our safety. However, several members of leadership had proved otherwise. Compared to other defense companies, Northrop Grumman is lacking in benefits. There are no yearly bonuses and health insurance is more expensive. They also don't give very much paid time off.

Good and stable technical, functional, and program leadership has widely been forced out to make way for "diversity" candidates. The irony is this has resulted in much younger, less experienced choices of replacements who are themselves very ill equipped to manage a diverse workforce. They are struggling with their own jobs, particularly with the technical aspects of it as well as the finer points of genuine employee encouragement or measured discipline rather than the standard "check boxes of managing people" they get from various avenues of training. In many cases they assign themselves prime technical work to learn from, while neglecting real incentives for the older more experienced folks who are left with no choice but to either work under them or quit. They are selfish and they are not capable of communicating consistently or directly with their direct reports in meaningful ways. And this was before COVID-19. They do not incentivize them or form relationships with them, and they treat them as a means to an end, only. The result is they tend to isolate their older reports rather than engage them. In some cases, I have witnessed some management referring to older workers in general with derogatory language. This has left an entire technically proven and capable group with an unmotivating, defunct career path, since there is not room for them to also continue to develop technically nor develop along the leadership path. Functional and Program Leadership is broken because there is not a strong relationship chain among leadership. So even the capable leaders who do exist, particularly on programs, cannot function as such to their own direct reports because they cannot even trust their own leadership chain. I know first hand of many folks over the age of 45 who are on anti-depressants or seeking personal counseling because of this prolonged way in which the company has been mistreating them. In the last few years, I know of at least one case, possibly two, where additional personal or family issues have pushed someone over the edge and resulted in the loss of job or life. It is unfortunate that a once great work environment for career minded folks now is a place to also be survived rather than a place to thrive making top products.