Halliburton Field Hands (MWD/DD) Pros and Cons - MWD Field Engineer/Directional Driller Halliburton Employee Review

4.0
Mar 27, 2015
Recommend
CEO approval
Business Outlook

Pros

Great Training program, launch point for getting into the oil field. Excellent benefits. Strong safety record, an emphasize on safety training. Larger 3rd party contractor, tend to keep more work than others during down times. Some great people working there.

Cons

Pay is below average in terms of Annual, and day rate not always made up for with the other benefits.While there is some great training, you're inundated with paperwork, need to find a balance between necessary and helpful paperwork/safety training and overwhelming employees, especially with redundant paperwork. Some not so great people. As with any job, some of the managers know how to manage and some don't, typical oilfield in that those who get promoted not always best for job, but may be well liked by the right people. No better or worse than other OG companies in that regard.

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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