Operator Assistant II - Frac - Operator Assistant II Halliburton Employee Review

2.0
Feb 26, 2015
Recommend
CEO approval
Business Outlook

Pros

The Benefits are the only good thing for me pretty much. More cons than pros. I guess when you say you work at Halliburton to some body they find it kind of cool. ( which is not in reality)

Cons

Not the kind of job for some one with a degree and wanting to move up. I didn't even wanted to move up. Schedule is 6 days on 3 days off. One week from 5:30am to 5:30pm and next week from 5:30pm to 5:30 am. 12 hours working on location plus time spent from location to hotel and from hotel to location. Typically, you will clock 16 hours a day during a job, and 12 to 16 when driving, maintenance, and so on. $13 bucks per hour, which to me sucks because its the oil fields. You are supposed to make more than $100K a year. I only made 65K busting my a $ $. I guess its Ok to start or to be there a year or 2. No social or family life. Unhealthy food ALL THE TIME, poor sleep..

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5.0
Jul 16, 2026
Recommend
CEO approval
Business Outlook

Pros

Halliburton is a good company to work at.

Cons

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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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