Directionless, overworked, and boring in manufacturing - Manufacturing Engineer Dow Employee Review

2.0
25 Oct 2016
Recommend
CEO approval
Business outlook

Pros

Pro's are mostly gone. Benefits and vacation used to be top notch, especially for younger folks. Now on Dow's system, without the pay raises.

Cons

Inability to develop younger talent. Little to no effective training. Younger engineers are expected to sink or swim and are not really given mentor-ship or leadership. You will have to mope around the plant trying to scrounge up your own projects before finally getting assigned a process. You'll mostly fail, because plant engineers are to overworked to try to help you out. Once you get that process, you'll drown in nonsense for months until you finally barely figure it out due to a lack of documentation and experience. opportunities for advancement did not really exist before the merger, after is hard to say. 9/80's now gone as well.

Explore other reviews about Dow

5.0
20 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Surrounded by great people to work with.

Cons

There are opportunities of pay progression for good performers.

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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