Waters Corporation Office Vibe
While 50% consider their office vibe Engaging, 50% consider it Laid Back.
Comparably recognizes both team members and the environment curated by the employers as essential to a great office vibe, and has therefore decided to display related data to these two subculture categories.
51% of Waters Corporation's employees do not look forward to interacting with their coworkers on a daily basis, and 50% say they hang out with their coworkers outside of work Once a quarter. The majority of Waters Corporation employees work on average 10 hours per day in a negative work environment.
100% think there is a great office vibe at Waters Corporation. Most employees feel Secure Enough about their position at Waters Corporation, and would not recommend working there to a friend.
Waters Corporation is in the Bottom 15% of Similar Size Companies on Comparably
Waters Corporation is in the Bottom 10% of Similar Size Companies on Comparably
Waters Corporation Demographic
Employees may experience their company differently based on their length of tenure, gender and ethnicity. Waters Corporation employees were asked questions across many categories like: Diversity, Gender, and Office Culture to capture what their overall experience is like.
Waters Corporation Office Vibe by Department
| Office Vibe | Environment | Team | |
|---|---|---|---|
| Engineering | -- | C | C- |
| Marketing | -- | A- | B |
| IT | -- | D- | F |
Recent Reviews About Waters Corporation
The vetersn employres. Many are no longer rmployrd at waters. Many have gone to competitirs ir taken buyouts.
There are some intelligent, hard working people left. You can learn from them if given the opportunity.
The culture is toxic but there are still elements of comradery left.
The Waters team comes in every day wanting to do the best work possible
Diversity 9f experience and willingness to pivot when needed to get things done.
My team includes very dedicated, hard workers who willingly work weekends and holidays to meet deadlines and deliverables.
