Decent Company, hit and miss on career development - Recensione dipendente - Assistant Plant Manager presso Dow

3,0
2 feb 2019
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Lots of attention is spent on <8 year employees. Lots of opportunities if you want it and are willing to move.

Svantaggi

It's a very big, corporate company. There's a lot of corporate fluff. Most engineers leave after 5-10 years and there always seems to be a revolving door of fresh college grads. Manufacturing leadership has a lot less control then they wish they had on budget or how to run their units. Since the Olin split I haven't seen leaders really developing the younger engineers and the site 'favorites' don't seem to be holding their people accountable. Mentoring young engineers and techs are one of the most important things in manufacturing. They are your people in the field who are going to run your plants reliably and keep people safe.

Esplora altre recensioni su Dow

5,0
16 apr 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Culture and the technical expertise within the company provide for a working environment where you don't work in silo and everyone is willing to help support you

Svantaggi

Administrative systems can be burdensome to overcome.

2,0
22 mar 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Safety culture, flexibility (although less and less over time). Good health insurance and 401k match

Svantaggi

Dow’s recent years illustrate the challenges of trying to simultaneously satisfy Wall Street’s demands for strong financial performance and aggressive DEI (Diversity, Equity, and Inclusion) priorities. The company has heavily emphasized inclusion initiatives, including its openly gay CEO publicly sharing that coming out was one of the best days of his life in an internal communication, along with a notable increase in women appointed to senior leadership roles. Hiring practices reportedly require diverse candidate slates—including female candidates—and diverse interview panels before filling positions. These efforts, while well-intentioned, appear to have contributed to a series of questionable strategic decisions. Employees have borne the brunt through repeated rounds of layoffs (including significant cuts announced in recent years), minimal merit increases often in the 2-3% range, stalled promotions, and little turnover at the top levels of leadership. Senior executives seem insulated from the consequences, potentially overlooking how these factors—including their own leadership—may be central to the company’s ongoing struggles.

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