General Motors

You get hands-on experience with large-scale embedded and systems-level development for electric vehicles, such as complex problems, real impact, and strong exposure to the full product lifecycle.

Most engineers are sharp, collaborative, and willing to help. When things click, you feel part of something meaningful.

Pay and benefits are solid, especially for a legacy OEM.

The work-life balance is generally fair, though resources for training and process improvement are team-dependent.

The culture has changed in the last few years. It used to feel like “one team, one mission,” but since stacked ranking was introduced, people have become more guarded and risk-averse. Teamwork and open collaboration have taken a hit. Many folks are just focused on protecting their metrics.

Internal politics can matter more than results. Visibility sometimes outweighs actual contribution when it comes to recognition or advancement.

Layers of process and decision-making can slow progress and dilute innovation.

The shift toward a more competitive review environment has created anxiety and eroded some of the sense of belonging that used to define GM’s culture.

GM has incredible talent and technology; the key is trusting that talent again. Rebuild a culture of collaboration and psychological safety. Reward technical excellence and mentorship as much as presentation and optics. People do their best work when they feel supported, not ranked.