I thought the grass was greener here, how wrong could I have been. - Recensione dipendente - Mudlogger presso Weatherford

2,0
20 apr 2012
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The pay is only good when you are regular on the field. But then, that isn't often. You get to travel to different countries.

Svantaggi

Top management seem not to have records of employee which means promotions are done on requests, good friends or nationality with top management. In a world where nothing is perfect, you get no protection or support from management when the client starts being angry and field staffs are often left to face the brunt of the client alone. The field staffs are always to blame for most negative things on the field when management has failed to give enough support to field staffs. Training is poorly organized and most of the time you have to literally beg for it. You are expected to perform magic when you don't have all your tools. Whenever you send mails to your boss especially when you are home and activites are low, your boss hardly responds to your mails. Top management have more trust in the client and what the client says than in their own employees. Switching departments is almost impossible, I wonder how the phrase "one weatherford" was coined.

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

Vantaggi

Good exposure to offshore operations, strong team environment and opportunities to develop technical and problem-solving skills in the field.

Svantaggi

Fast-paced environment with frequent changes in priorities and processes, which can sometimes impact consistency and planning.

1,0
15 ago 2025
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

It semi pays the bills.

Svantaggi

The company’s current leadership approach is unsustainable and is eroding both employee trust and operational quality. The Executive Leadership Team (ELT) has prioritized short-term profits over long-term stability, relying on temporary fixes like biannual layoffs to meet quarterly targets. This constant cycle of cuts creates instability, damages morale, and signals a lack of strategic vision for the future. Without a clear plan for sustainable growth, the company risks continued decline. Human Resources (HR) policies are undermining performance and engagement. The rigid, arbitrary pay scales and grades artificially cap employee earning potential, regardless of contribution. Raises are determined primarily by attendance rather than actual performance, and increases are applied uniformly across the board. High performers at the top of their pay range receive minimal adjustments, which sends the message that excellence is not truly valued. These policies directly limit motivation and retention. The Health, Safety, and Environment (HSE) team has implemented regulations that appear to be driven more by internal authority than actual safety improvements. When questioned, the justification is often no more than “because that’s the rule we decided on.” Without clear evidence of safety benefits, these measures feel like unnecessary obstacles that reduce efficiency without adding measurable protection. The decision to outsource significant portions of work to India may have reduced costs on paper, but it has also caused a sharp decline in service quality. This deterioration impacts both internal operations and the customer experience. Cost savings cannot justify the long-term damage caused by diminished quality. Unless leadership addresses these issues directly and decisively, the company will continue to lose both talent and competitive standing.

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