Weatherford Review - MWD Field Engineer III Weatherford Employee Review

4.0
21 June 2015
Recommend
CEO approval
Business outlook

Pros

I found that it is a much better environment than some of the other leading service companies. I always was paid well and when I asked for work or time off, usually got it with little or no issues. I wish I could still be working for them, even if I am just on the sidelines waiting for work for a month.

Cons

like any oil field job, it can be taxing being away from home for long periods of time. Field jobs can also be a notoriously dead end, sure the pay and benefits are great, but what else is there as you get older. The industry is in much disarray and Weatherford is very much in disarray, frankly I don't know what the long time future of the company is or their end game is. They are making some positive moves, but I just wonder what took so long for them to implement these changes as the company has not have the strongest revenue the last 5-10 years compared to its competitors. I feel they are certainly lagging behind technological wise as well, if the board would invest in technology and field personnel instead of hopping countries so they can avoid taxes and compensate themselves more for cutting those who generate the revenue, who knows how well they could be weathering this storm.

Explore other reviews about Weatherford

5.0
8 Apr 2026
Recommend
CEO approval
Business outlook

Pros

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

Cons

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

1.0
15 Aug 2025
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

It semi pays the bills.

Cons

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.

6
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