I work in PA, joined Honeywell as an experienced hire. Band 4. There are so many great colleagues here. And yet somehow there’s also this overarching toxicity. How can both exist and how do the long timers overcome it personally?
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Look no further than the miserable head of global HR who walks around like she’d rather be jumping off the building. Well, look a little further. The rest of HR sux too.
@gm You are kidding me right, yeh it was worse after AS but still you could not hold a candle to how bad it is today. Totally different company. Agree with@cm.
@cm Honeywell in the 2000's was no better, maybe worse. RIFs and a week or two of unpaid shutdown every few years has been the norm since the AlliedSignal days.
20 years experience and I can tell you that this is an all-time low for Honeywell culture. You are seeing this toxicity because leaders are not confident in what they deliver standalone. Even in this forum, many of you correctly bash senior leaders for poor technology and innovation decisions.
Honeywell as a business is getting absolutely sliced and diced. It is an incredibly risky place to be knowing that headcount will reduce, once the finance leadership can take a harder look at the worker population. Many of the leaders will be gone too once the split is official - it's just that there are active NDA's preventing this info to get widely leaked.
So my advice - enjoy it while you can! Sorry that this wasn't the Honeywell of the 2000s...You have entered a job and not a company unfortunately.
Overarching toxicity is Honeywell culture, at least that’s been true in IA since it was SPS. I’ve hung around because Honeywell pays me ~20% more than the competition (I know this because I interview around every couple years).
My suggestion is to make the best of it and don’t add to the problem.
can you explain more about "overarching toxicity'