Need to have a Right Manager - Supply Chain Scheduling Specialist Dow Employee Review

2.0
23 July 2024
Recommend
CEO approval
Business outlook

Pros

Great place to Work 5 Days Working People with huge experience like 20-30 years at DOW pay was Okay

Cons

I was recruited here as supply chain scheduling specialist via third party pay role Parekh integrated services. My 2nd round of interview was taken by DOW employee. There is a particular famous thing about if DOW if you have any particular problem you can go to your manager and he or she would be there to help you at any point of time but here unfortunately I didn't had that right manager. Mr Ashutosh Garg was my manager here I asked him certain questions about my travel all the way from Borivali to Airoli to which he did not reply to me and he directly complaint to Parekh people saying that this girl doesn't wants to work here anymore and she can discontinue her employment. HR says that you will be appointed with 1 shift timing. Do not come to me crying to please change my times. This is weird but WHY they are not informing the timings at 1st so to avoid people leaving the job just bcoz of the time shift

Explore other reviews about Dow

5.0
16 Apr 2026
Recommend
CEO approval
Business outlook

Pros

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

Cons

Administrative systems can be burdensome to overcome.

2.0
22 Mar 2026
Recommend
CEO approval
Business outlook

Pros

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

Cons

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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