Xylem reviews

• A noticeable culture of favoritism, where advancement and opportunities often appear influenced more by internal relationships than performance or capability. • Several individuals remain in roles primarily to finish out their careers, which limits growth, slows decision‑making, and creates bottlenecks for those trying to drive improvement. • Zero‑tolerance policies are sometimes applied inconsistently, creating the perception that they are used selectively rather than uniformly. • Limited on‑site leadership presence, resulting in unclear direction, slow issue resolution, and a lack of accountability. • Multiple safety concerns have occurred, including OSHA involvement and fines, which has impacted employee confidence in the safety culture. • Systems and processes are extremely manual and outdated, with little willingness to modernize or digitize workflows. • Office space and facilities feel outdated and poorly maintained, which affects morale and the overall work environment. • Employees without degrees often face barriers to advancement, even when performing the same responsibilities as degreed colleagues. • New hires frequently report feeling unwelcome or unsupported until they have been with the company for several years. • Employees who propose changes or challenge the status quo may feel marginalized rather than encouraged. • Executive leadership is heavily composed of former GE personnel, which has created a noticeable disconnect between upper management and local teams. • Onboarding is minimal, with most training falling on individual managers rather than a structured company program. • Annual goal‑setting is often disconnected from broader business objectives and is treated as a formality rather than a meaningful process.