Welltech Reviews

If you are thinking about working here, I would strongly urge you to reconsider.  Working at Welltech has been a truly awful experience, which I am grateful to have escaped. Lack of training and development, toxic blame-culture and blatant cases of discrimination barely scratches the surface when it comes to the Human Resources failures of this organisation. Unfortunately, these issues are so embedded that management constantly pulls apart the pieces of the jigsaw and rearranges them in an attempt to fix it. What they fail to realise is that the individual pieces are actually broken and the person attempting to put them together is the one who has broken them. This has resulted in enormously high attrition of specialists, while their ill-equipped and incompetent superiors continue to receive promotions and get away with violations to company values and, in some cases, breaches of HR law. People who challenge the status quo mysteriously leave the business under suspicious circumstances, cases of discrimination go ignored by management and HR, and other people are hired and promoted due to gut-feelings rather than any kind of performance metrics. This is compounded by certain teams being treated like appendages, as opposed to integral parts of the wider department. I have never felt so mentally, physically and emotionally drained by an organisation in my entire career, which is ironic considering this is a business selling wellness products. Welltech has a lot of work to do to improve inclusivity, staff wellbeing, staff development and performance - this should start by looking at those in leadership roles, they are the cause of these systemic failures - not the revolving-door of specialists.

The work culture at this company is heavily influenced by outdated and hierarchical practices, often shaped by bias, favoritism, and a lack of meritocracy. Decision-making is opaque, with no clearly defined strategic direction. As a result, organizational restructuring happens frequently and unpredictably. Dedicated employees who offer constructive feedback or challenge inefficiencies often find themselves sidelined or dismissed, while underqualified individuals—frequently those within the "in-group"—are promoted based on popularity rather than capability. There is also a noticeable lack of genuine involvement in the actual business by senior leadership. This disengagement allows mid-level management to prioritize vanity metrics, rebrand failed initiatives as successes, and remove individuals who challenge the status quo or advocate for real change. This contributes to a broader failure to identify and address root causes of systemic issues. Strategy sessions often result in buzzword-heavy plans that fail to provide actionable or meaningful direction.