At Burns & McDonnell, 94 percent of employees say their workplace is great.



This review is based on 1320 employee surveys, with a 90% confidence level and a margin of error of ± 1.95. It was published on Sep 20, 2016. 57662 Visitors

What Employees Say

I'm proud to tell others I work here.
People here are willing to give extra to get the job done.
I feel good about the ways we contribute to the community.
People here are given a lot of responsibility.
I am given the resources and equipment to do my job.

What They Do

We asked Burns & McDonnell to explain what they do. Here is what they had to say.

We provide innovative engineering, architecture, construction, environmental and consulting services on large, complex projects worldwide. As a 100 percent employee-owned firm, all of us share in the rewards that come from doing whatever it takes to make our clients successful.

About this Company

Website: Industry: Other
US Headquarters: Kansas City, Missouri US Sites: 185
Major Locations: Houston, Texas; Chicago, Illinois; Denver, Colorado; St. Louis, Missouri; Orange County, California; Minneapolis-St. Paul, Minnesota; Phoenix, Arizona; Atlanta, Georgia; Wallingford, Connecticut; Dallas-Fort Worth, Texas US Employees: 5,276
US Revenues: $2,428 million Employees Worldwide: 5,499
Corporate Structure: Private Founded: 1898

Volunteers get ready to visit schools for the Battle of the Brains competition.

Perks and Programs

We asked Burns & McDonnell to share a few programs they feel really capture what's unique about their workplace. Here is what they had to say.

  • Employee Ownership: Founded in 1898, Burns & McDonnell has been growing and thriving beyond all expectations since becoming 100 percent employee-owned in 1986. We don’t think that’s a coincidence. When people have a real stake in the company, its potential is limitless. Being an owner means stability, opportunity and teamwork. Our entrepreneurial atmosphere gives everyone an equal chance to make an impact. Because we own the company, we approach our jobs a little differently. Our hard work leads to client success, which leads to our company’s success. It’s a beneficial cycle that circles back around directly to each employee-owner financially now and in the future.
  • Performance-Based Incentives: When Burns & McDonnell has a good year, our employee-owners reap the benefits. Burns & McDonnell provides generous performance-based incentives to employee-owners at year-end. Performance appraisals form the basis for the salary adjustments, incentive bonuses, career planning and development, promotions, transfers and training.
  • Career Development: For more than a decade, our Education & Training team has helped professionals fulfill licensing requirements and offers 2,000 internal classes annually to employees through in-person classes, webcasts and recorded trainings. After six months of employment, full-time Burns & McDonnell employee-owners are eligible to apply for tuition assistance for an advanced degree in a technical field or a master’s in business administration. Some undergraduate courses are also covered through tuition assistance.
  • Diversity Initiatives: Diversity at Burns & McDonnell does not see the boundaries of race, ethnicity, religion, gender or sexual preference, and we are proud of our culture of inclusion. In addition to policies we have in place, we promote, share and encourage diversity within the workplace through various efforts, events and communication platforms. In 2004, we formed the Burns & McDonnell Diversity Advisory Committee (DAC) to recognize the diversity of our employee-owners, our clients and the communities we serve. The committee’s mission is to create awareness for the employee-owners to understand, accept and value diversity. Committee members are dedicated to continued efforts to increase education, heighten appreciation for cultural diversity and eliminate intolerance.
  • Charity of Choice: In addition to many ongoing giving back projects, Burns & McDonnell annually selects a national charity to support, which we call our Charity of Choice. These selected charities reflect our service markets or strongly affiliate with our company. They also possess a broad reach and relevance to our employee-owners nationwide and build the pipeline of strong engineers, architects, construction managers and other scientific and technical professionals. Special fundraisers are held for the selected charity each year. Burns & Mac has contributed more than $1 million to community organizations through the Charity of Choice program. In 2016, the firm set a goal of raising $200,000 for food banks across the country. We surpassed that goal and raised more than $230,000.
  • MacCulture Recognition Program: Burns & McDonnell’s MacCulture Recognition Program allows managers to recognize exceptional employee-owners not only at year-end, but throughout the year with an award that recipients can redeem for gift cards from more than 350 popular merchants.
  • Wellness Incentive Program: Burns & McDonnell always looks for ways to help employees take ownership of their health. We’ve coined this ongoing initiative “Own Your Health.” In 2016, we partnered with a third-party wellness consultant to reinvigorate our incentive program. Employee-owners opportunities can gain insight on their health status and risk factors or earn points through attending Burns & McDonnell wellness events, health coaching, classes and challenges. Participants can register their wearable fitness devices for activity tracking. If requirements are met, participants earn a premium discount of $60 per month, plus another $20 per month if they are a non-tobacco user.
  • Matching Gifts Program: The Burns & McDonnell Foundation amplifies employee-owners’ giving efforts through the Matching Gifts program, which matches employees’ donations in support of their favorite charities. In 2015, the entire $85,000 fund was used to match 530 employee-owner gifts, benefitting 235 organizations nationwide. In 2016, the fund was increased to $100,000 to further extend our employees’ charitable giving.
  • Celebrations: We celebrate our milestones, our people, our projects and our history. Whether it’s a night out at the ballpark, an annual company picnic, barbecue over the lunch hour, employee ownership trivia or our holiday parties, we appreciate every excuse to have a little fun. Annual events such as our company picnic, Employee Ownership Month and Take Your Child to Work Day allow employee-owners to spend time with their families, friends and fellow employee-owners.
  • Intramurals: Burns & McDonnell pays 100 percent of recreational sports league fees for employee-owners to participate in team sports if all players on the team are employee-owners. Each player receives a free Burns & McDonnell team T-shirt. This fun and popular benefit encourages camaraderie and teamwork among employee-owners. Since January, more than 50 teams have participated in the program.


$59,551 Average salary and additional cash compensation for Drafter/Detailer $136,955 Average salary and additional cash compensation for Electrical Engineer
50% 401(k) match of employee's contribution, up to 3.25% of an employee's salary81% Company-paid health coverage for employees (This applies to all employees who enroll in the most popular benefits plan, PPO coverage.)
78% Company-paid health coverage for dependents (This applies to employees with a PPO plan.) 81% Company-paid health coverage for part-timers
30 hours Weekly hours required for part-timers to receive health insurance $6,804 College Tuition Reimbursement


  • 401(k)
  • Employee stock ownership plan
  • Pre-tax savings account
  • Health insurance for retirees


  • Free beverages during the day
  • Massage therapy
  • Fitness classes
  • Convenience store
  • Banking
  • On-site package/mailing service
  • Discount ticket sales
  • Car wash
  • Dry cleaning
  • Personal travel service
Officers pass out a free six pack of beer to employee-owners to celebrate being named a Best Place to Work.


23 days Paid time off after one year of full-time employment Set days Paid sick days after one year of full-time employment


  • Flexible schedule
  • Phased retirement planning
  • Compressed work weeks (9% use it)


60 days Job-protected maternity leave30 days Fully-paid maternity leave (does not include personal vacation or paid time off)
60 days Average length of maternity leave new mothers take
*Employees are not required to use all their personal paid time off before taking parental leave.


  • Onsite child care (only at headquarters)
  • Lactation room(s)
  • On-site or near-site backup childcare center
  • Paid sick leave to care for a child or relative


  • Medical care
  • Vision care
  • Mental health care
  • Fertility treatments
  • Dental care
  • Prescription drug subsidy
  • Alternative treatments (such as acupuncture, homeopathy, or chiropractic)


  • Breast cancer screening
  • Skin cancer screening
  • Blood pressure screening
  • Complete biometric screening
  • Medical facilities (only at headquarters)
  • Prostate cancer screening
  • Cholesterol tests
  • Flu shots
  • Fitness center (at some locations)

Community Involvement & Philanthropy

$3,000,000 Philanthropic donations in last year $85,000 Total company-matched employee donations in last year


  • Chief Administrative Officer is accountable to formal diversity goals for employee recruitment and retention
  • Formal programs support professional development for: Under-represented racial/ethnic minority groups; Women; Lesbian, gay, bisexual or transgender employees; Disabled employees; Speakers of English as a second language; Employees reentering the workforce
  • 10 events a year connect employees with peers from different racial/ethnic, religious or country-of-origin identities
  • Married employees in same-sex or heterosexual relationships receive the same benefits
  • Non-birth parents in same-sex relationships can take parental leave

Executive Diversity

Employee-owners in Connecticut volunteered at a local food bank as part of our Charity of Choice campaign.


Employee-owners volunteer at our annual client barbecue celebration.

How to Get Hired

We asked Burns & McDonnell for some inside information on how to get hired at the organization. Here is what they had to say.

What key characteristics tell you a prospective employee will be a great fit for your company?

We look for initiative and an entrepreneurial spirit. As a leader in the engineering, architecture and construction industry, all of our people must be technically strong but the added element is client service. That requires strong communications skills — both verbal and written. We define an entrepreneurial spirit as that quality that causes someone to look for a solution that will solve a problem in a new and different way. We want people who are excited and passionate about meeting a project challenge, or even starting a new business line that will contribute to our collective success. We are always on the lookout for people who take the initiative to complete tasks and hold themselves accountable. Often these are people who have served in leadership roles in the community or at previous employers.

What can prospective employees do to get your attention?

Candidates who have done deep research and have familiarized themselves with our company beyond a general description catch our eye. A wealth of information is available about our company through both social and traditional media, so we are looking for people who have gained some insight and ask probing questions. Have they given some thought to how they will fit in with those they will be working with? Have they thought about both projects and processes? Do they demonstrate qualities of an owner? Do they understand how important ownership is for Burns & McDonnell?

Are there any positions or types of candidates you are particularly focused on hiring in this coming year?

We are aggressively seeking engineers and technical staff with commissioning experience or training. Though we are adding staff at our Kansas City world headquarters, the majority of our openings are located in regional offices around the country, many of which are located in large metro areas. We are particularly interested in candidates who are willing to accept relocations to field assignments on some of our large projects. These projects sometimes are located in remote areas and may span two or three years.

What should interested candidates do to find out more and get started?

We cannot over-emphasize the value of networking and establishing connections with current employee-owners. We have a relationship-driven culture, and the ability to influence a current employee-owner to provide a reference or make a call is held in high regard. Our application process is comprehensive as candidates must submit applications, resumes and other materials via our online portal. We also advise prospective candidates to familiarize themselves with Burns & McDonnell via and on social channels like LinkedIn or Twitter.

hiring Outlook

550 Job openings forecast for coming year 3% Job Growth
45 Average applicants per opening 74,757 Applications received
716 Positions filled in past year 23% New hires by employee referrals
559 New positions created 122 Jobs filled by current employees
Yes Recruits on college campuses 213 New graduates hired
5% Voluntary turnover for full-time employees
* All figures refer to 12-month period prior to reporting, unless otherwise noted.

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