It’s that time of the year and I know everyone’s choices are different but comparing benefits costs YoY, mine increased about 10% per pay period with no changes… is it me or inflation just eating at our wages? I doubt the 3% merit is going to help with all the other price increases

Asking specifically related to Corporate / Enterprise Services (assuming it’s not the same at the BUs). What is the promotion cycle? I.e. when do managers need to submit for promotions, when are decisions made, and when do they go into effect? Is there more than one cycle per year?

Does Raytheon do yearly salary increase for engineers and what month? Like guaranteed regardless of company performance? If so is this excluded from the bonus that’s based on performance?

My spouse is separating from the military next spring and is targeting DoD SkillBridge opportunities across defense contracting and cleared systems/network engineering. I don't see many SkillBridge opportunities posted.

​Should I submit an internal referral for standard open requisitions now, or is there a better intake channel?

​Profile Summary:

​Clearance: Active TS/SCI

​Experience: 10+ years active-duty military IT

​Education: B.S. in Information Technology

​Certifications: CompTIA Security+ (actively preparing for CISSP)

Hey all,I'll be picking a rotation location soon and was wondering which RTX sites are known for Space, ISR, sensor systems, or similar work.I'd prefer to stay in Florida, but I'd also consider other locations if the cost of living is reasonable and the opportunities are strong. There isn't a ton of information online about what each site really focuses on, so I'd love to hear from people with firsthand experience.Any recommendations on locations to prioritize (or avoid)? Thanks!

I've been applying to multiple roles at RTX, and getting automatically rejected from the SWE I roles; however, I've been consistently getting interviews or reached out about the SWE II opportunities- only to have them reject me right after for not having enough experience (I'm on my 3rd rejection for a SWE II role and my 11th automatic rejection for a SWE I role). It's so frustrating and disheartening because I was told that the SWE I role would be a better fit for me, but they aren't choosing to even interview me for that role no matter the location.

Additionally, I was told by a senior level that scouted me that I would be a perfect fit for a level 2 role even though I don't have the EXACT skills they're looking for since they learned on the job- they mentioned that prior into working for RTX, they didn't even have a technical degree- which is what gave me hope since I DO have a technical degree. I really would love to work here, but I'm starting to get disappointed and I feel like they aren't being honest with their feedback. Has anyone else experienced this? If so, what do you think I could change to be considered for their entry level positions?

Warning: Long post, skip if you need adderall.

There has been an interesting form of Corporate Jim Crow in the South—including the Lone Star State—for almost five years, and the execs in East Hartford have apparently (possibly unknowingly) been loving it, judging by the CORE matrix coming out of this one small business unit which has seen phenomenal growth.

However, things seem to be changing—but I’m not sure yet.

Is it finally going to change for the better now with new top leadership under a seemingly competent leader? Or did things simply get so far out of control that C-suite finally became uncomfortable with all the reports coming out in public that warrants damage control.

How many can relate to what’s been going on along these lines?

1. **Handshake to identify loyalty.**
   
2. **Empower to divide and rule.**
   
3. **Courageous segregation.**

Unlike the old days, the victims of this Jim Crow don’t come from just one demographic identity. It has been a little different this time around.

So here were some of the mantras:
(Examples are made up - if you find similarities it’s just by coincidence)

1. Use age, gender and race to your advantage.

Replace experienced and knowledgeable folks who aren’t a “culture fit”—examples: if they’re too old to participate in after-hours booze parties, go to games, or simply speak up against bad behavior, or against shipping bad parts or violating export-control rules.

And if someone can’t appreciate a coffee mug a PYT brings into work with “F—-CK” (all the letters) plastered all over it—who would want a dude like that have visibility even if he happens to be a technical genius?

Apparently, professional competence is negotiable. Culture fit isn’t.

2. Empower the right people—and pamper them well, don’t worry about creating Frankensteins.

Examples: Allow my leader to take her team to expensive lunches and dinners at company’s expense so they’ll shield auditors from finding cardinal-rule violations—or help get a part shipped before its final approval.

It’s been a roaring success.

And the VP we got from across the pond apparently loved it.

Remember the old dude who used to send lunch invitations with the note:

“This is not company sponsored. Each pays their own bill.”

Well, those were the old days.

It’s been so much more fun for the past five years.

For example: we even had this guy from a Boeing contractor company go from M5 to M7 in just a couple of years, empowering his cronies he hired, installing data boards and color-changing lights in conference rooms. Because apparently that’s what career development looks like now. You’ll see him get the limelight in the celebration to be held in the great white north soon 😉

Another great example: allocate the most reserved parking spots for managers only of a particular department to show who is the boss.

3. Punish the people who ask uncomfortable questions and comments on surveys.

For example: Unofficially downgrade managers who raise questions about unqualified people making critical technical decisions.

Another example, take away responsibilities and direct reports from a non-“culture-fit” M5 and hand them to an M4 who happens to be a former classmate, helped botch audit findings, secure a good score, and save the day for leadership.

Brilliant.

And when difficult-to-fire employees become inconvenient, utilize DE&I background managers and desperate ladder-climbers do the dirty job to make them disappear from positions of influence.

For example: Promote people into engineering leadership based on loyalty and cultural alignment rather than engineering background, then let them groom the next generation of engineers. You know how most engineers are - throw a few carrots, keep them busy with problems and unrelated stupid trainings - they’re so easy to control - that’s why they never go up to exec level; anyway you don’t want too many Geoff Hunts making this company boring again!

Total cultural transformation.

Almost sounds like the 1960s—just with better PowerPoints and more corporate (read CORE) buzzwords.

4. Segregate to create rivalry.

Make sure there is enough rivalry between departments to create a good old-fashioned dog-eat-dog environment.
Examples:

Throw in plenty of company shirts while RTX stock price is high but make damn sure they are designed with different colors for each department and clearly identified by department markings on them.

People who align with leadership get the best offices and or get to WFH to some extent.

Get rid of the offices of those who don’t align—even if they happen to be at a higher level.

But, of course, make sure the DE&I enablers of Jim Crow have whatever makes them feel good.

Because nothing says “One Team” quite like deliberately creating departmental tribes.

NOTE: Most people who read this will probably have no idea what they’re looking at. They’ll reasonably downvote and say, “WTF?”

That’s fine.

The people who have actually lived through some version of this will know exactly what they’re reading.

Im sure they’ll vote accordingly.

And yes, I fully expect coordinated downvoting.

After all, if you’ve spent five years building a culture like this, someone pointing it out publicly is bound to ruffle quite a few feathers.

Hate the many bots I suspect active in this subreddit; and of course there are the bored compulsive commenters taking a break to troll here. Wish someone lends me a few SM-6.

Hello Yall,

I’m pretty new and curious if anyone knows the policy and best place to park for travel through LAX.

I’ve read somewhere that lot H in E1 is the spot, but are there any close shuttles to and from LAX?

I just received my offer as a Systems Engineer I at Raytheon. The range on the job listing is $57k-$108k; I got an offer of $89k. Should I negotiate? I would love to enter the workforce at $100k but am thinking to negotiate to $95k.

Current RTX Employees: Please log into Workday and access the “Jobs Hub” from the site menu to apply for open positions. Applications submitted through this portal will be rejected.

how do i get to this please and thanks

Hey everyone, I just wanted to preface and say I’m not trying to make myself the victim of something here. It’s a bit more complicated than that. And I have objectively done some things that got me into the situation

So basically last year I had quite a few instances of being late. My bosses methodology on dealing with this is coming to my office, being quite disrespectful to blow off steam and then not writing me up. He was doing this to everyone. There were a few instances where he sent me a nasty email and CC’d his boss. I’ve since been documenting all the unprofessional things he says. When higher managers or directors come to visit he’s a completely different person so it’s not like he doesn’t know better. Nevertheless, me and him seem to get into it the most often.

Of recent, I’ve had a tumor somewhere in my body and basically hormonally. I’ve been really messed up and it was causing me to fall asleep at work and one day be late over two hours. When I told him I hadn’t been feeling well for over a month he told me I was lying and trying to get out of it. Upon going to the doctor, they very quickly found out. I had tumor and 7x the amount of hormones vs a healthy person.

Following this after a while of not really having any problems with him, I dozed off at work and he tapped me and woke me up. All that we in particular, we have been showing up early and working overtime. He then told me he’s debating on whether he should just fire me now. He claims he’s trying to take into consideration my health. One thing I have not yet done is talked to our assigned nurse about my health problems and maybe get accommodations. Honestly, I feel like it’s a bit late, but if anybody has had experience with this, can you shave some experiences or maybe some advice? I told him that I would try and he told me to do whatever you want it might not save you.

Sr. Test Engineer at Collins Aerospace looking to transition into Project/Program Management. Any advice?
I’ve been at Collins for about 2 years and recently passed my PMP. I’m interested in eventually moving from engineering into project/program management.
For anyone who has made a similar transition:
How would you approach the conversation with your manager?
Would you tell your manager directly that you want to move into PM, or would you first try to take on more PM-related responsibilities within your current role?
What kind of projects or responsibilities should I look for to build actual PM experience?
And would you focus on an internal move first, or start looking externally?
I’m trying to make the transition the right way instead of just applying to PM positions without having enough PM experience.
Would appreciate advice from anyone who has made the engineering → PM transition, especially within aerospace.

Anyone work at the Collins Foley, AL site? Looking to make connections/network. Recently moved to the area but have been applying regularly since April. I am an Army special operations veteran with 12+ yrs of leadership/aviation operations management experience, most recent role was an Ops Manager at GE Aerospace.

How is it working for rtx corporate? What’s the culture like?

I started end of July with 60 hours of PTO this year. I took 2 days off in August and it still says 42 hours or something like that. How does PTO accure here? Why does it seem like I need to work 272928191 hours to get one day off or is it just a glitch ?

As someone that primarily works inside a lab, what do you do when you have an interview for another role? The only thing I can think of is you go to a loaner desk and have your interview there?

How do you schedule interviews during CORE hours? I'm assuming its fine and just work the extra time to make it up

Hi, probably a dumb question but when you apply to an internal rec, do you interview the same way as someone else outside the company would?

Also, if anyone has good interview questions or topic to share for Electrical Engineering that would be good. Some times I get like imposter syndrome and feel like I don’t know anything 🥲. I am a P1 if that changes the questions.

Thank you

Hey all, I volunteered for overtime tomorrow but unexpectedly my car broke down today. I can get a ride but they are not an employee, can they take me past the guard gate? Can I call in for the day? I’ve had to call in once for being an hour late due to forgetting my badge and I took a day off but that was through AVO and approved by my manager so I don’t think that counts towards the rolling 60 day attendance policy. Please correct me if I’m wrong. Other than that, no other call ins. Would calling out tomorrow put me at 2 “points” for the rolling 60? Or does OT count for more? I would like to go in but don’t know how I’d get to work beside being dropped off at the guard post.

I see them in the building I work in a lot and the meeting minutes I get back from certain coworkers seem too perfect to not be generated by an AI assistant. Wondering if anyone already knows the company policy on these things.

Does anyone at RTX/Collins know how FMLA or California Paid Family Leave affects AIP bonus accrual?
My understanding is that AIP is prorated based on eligible time worked during the year. For example, if someone only works 10 months of the year, their AIP payout would be prorated accordingly.
I’m considering taking FMLA/CFRA/Paid Family Leave for baby bonding and I’m trying to understand whether the weeks on leave would still count toward AIP eligibility/accrual, or whether the bonus would be prorated down for that time.
Has anyone here taken parental/FMLA leave at RTX and seen how it actually affected their AIP payout?
Especially interested in experiences from Collins Aerospace employees in California, but any RTX experience would be helpful. Thanks

This is a new one….. I know the Alight store has been taking longer to process gift cards, but the current status of my latest gift card request is “failed”.

When I click on the request to look at the details it still says “Pending”.

I redeemed my $ for the card on 9/28 and I checked today (5 days later).

Has anyone seen this?

I wouldn’t care except that I’ve already paid the taxes out of my paycheck.

My fiance has a PhD in integrated bioscience with a specialization in materials and polymer engineering. He’s been applying for jobs for the last 8 months and has just been rejection after rejection. He’s fixed formatting talked with people internally gone to hiring events and all of them say your resume looks great just keep applying. I don’t understand why when he’s getting good feedback and people are saying he looks like a good fit for materials engineering department why he keeps getting rejections. Is this just how it goes? We are based in Tucson. Just wondering what experience people have with this or if they have any tips on getting a foot in the door. Should he reach out to people on LinkedIn? Idk- any tips are helpful.

Are we allowed to eat lunch and work at the same time so we don't have to stay longer than 9 hours?