Bad experience working young field leads making lots of money - Directional Driller Halliburton Employee Review

1.0
Feb 9, 2015
Recommend
CEO approval
Business Outlook

Pros

There can be good money to be made if you care to sacrifice your life to be in the remote locations where they are drilling.

Cons

You will be bunking with people you may not want to know, let alone living with them. They will be your family whether you like it or not. The young leads often get there by someone they know or by someone which liked them and were groomed. They turn out to be very bad leaders. The office personnel only listen to the leaders on site. If anything goes wrong, the accusers don't go into the office with you so they don't have any skin in the game to try and make things work. They can say whatever they won't to the office and the office with be the ones taking action. Subordinates have very little sway no matter what the circumstances.

Explore other reviews about Halliburton

5.0
Jul 16, 2026
Recommend
CEO approval
Business Outlook

Pros

Halliburton is a good company to work at.

Cons

the company faces inherent challenges linked to the volatile energy market

1.0
Jun 18, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

* Strong brand recognition and opportunity to work on large-scale marketing initiatives. * Exposure to technical subject matter and cross-functional collaboration. * Good place to learn how large enterprise organizations operate.

Cons

I joined in a hybrid role where flexibility was an important factor in accepting the position and making personal life decisions. Within about a year, the organization moved to a full return-to-office model. While companies can change workplace policies, the transition felt abrupt and inconsistent in practice. A recurring challenge was that expectations around in-office presence did not always appear to match day-to-day reality. Remote participation still occurred for meetings and operational needs, which created confusion around when flexibility was acceptable and when it was not. Within my department, I also experienced challenges around communication and collaboration. Feedback on projects sometimes arrived late or only after priorities had shifted, and in some cases work was reassigned or substantially changed without clear involvement from the original contributor. Public criticism of work product without prior coaching made it difficult to improve or feel ownership over deliverables. Leadership communication during organizational changes often felt more focused on compliance than employee concerns. Employees raising questions about work arrangements sometimes perceived limited space for open discussion. Over time, the combination of reduced flexibility, inconsistent application of expectations, and limited recognition of specialized contributions negatively affected morale and trust.

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