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Turner Construction

Is this your company?

Part of the family - Project Manager Turner Construction Employee Review

4.0
Feb 23, 2018
Recommend
CEO approval
Business Outlook

Pros

Turner is an old company with somewhat old ways of thinking. In today's fast moving 'employee experience' focused culture, it can be hard to want to see faster growth. I was told while there that they are more like a cruise ship than a speedboat. They do turn, but they do so slowly. That said - you can rely on the fact that they pay attention to changing trends and support staff in growth constantly. Although they might not adopt new technologies overnight, if you can prove the value, they'll embrace it. You feel like you're a part of a family at Turner and I truly believe they care about each employee at their core.

Cons

Upward mobility is slow, and steady. It's hard to get promoted at Turner if you're not a rock-star employee or you're not part of the inner circle of whoever happens to be steering your business unit or your department at the time. Positions do change often, and movement around to different roles is possible, but as you evolve to larger roles the line you have to wait in for bigger positions gets longer, unless there happens to be a slot available which can stifle someone who is pushing for more aggressive growth.

Explore other reviews about Turner Construction

5.0
Apr 10, 2026
Recommend
CEO approval
Business Outlook

Pros

Very respectful and community-like environment. Most of the employees are extremely knowledgeable and open to educating new hires.

Cons

There are no cons really.

2.0
Jan 6, 2026
Recommend
CEO approval
Business Outlook

Pros

- Large, high-profile projects that look great on a resume - Competitive pay (due to travel incentive) - Many smart, capable people at the individual contributor level - Exposure to complex construction scopes and demanding clients

Cons

- Very poor onboarding. There was no real job walkthrough, no training on how systems actually work, and no clear explanation of expectations. I was given a laptop, phone, and desk, then largely expected to figure out the basics of the role on my own. - Weak leadership ownership. Even experienced safety managers were not empowered to make routine or time-sensitive decisions. Most decisions required director-level approval, which slowed work and created confusion across the project. - Decision paralysis when senior leadership is absent. When the safety director was not present, leadership stalled. Instead of experienced managers stepping up, the default response was to “wait,” even when action was clearly needed. - Little to no feedback or check-ins. There were no consistent supervisor touchpoints or performance conversations. As a new hire, I had to actively chase clarity instead of being guided.

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