Lots of Promises - No Pay Off - Recensione dipendente - Dipendente anonimo presso Elanco

1,0
10 mar 2017
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The sales team as a whole is good. There is potential for the business and should be doing much better than currently indicated.

Svantaggi

Management hopelessly under skilled. For the last couple of years the Vet/Pet team has been managed by an ego maniac. No previous experience in managing people, no coaching of direct reports and when something goes wrong immediately "blame-storms" all and sundry. The acquisition of the Novartis Animal Health business was supposed to be good for all - it really has only been advantageous to those from the Elanco side. Time and time again we have seen good managers forced out - strange, they have mostly been ex Novartis employees. Jeff Simmons (the Global head) runs the place akin to a cult. He is a great self promoter - claims to be a good listener?!

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5,0
30 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Treats interns well by providing PTO during the summer shut down

Svantaggi

Didn't really have any issues with the internship.

2,0
20 feb 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Plenty of great, passionate coworkers who work hard and collaborate. I had a lot of professional flexibility and my job was always interesting. Process teams on the manufacturing floor is a great system. Offsite resources, especially technical experts, are great.

Svantaggi

Expect to be firefighting constantly and frequently fighting against an aging facility and outdated processes. No unified vision or clear prioritization from management. Misalignment between site leadership and upper/off-site management created sustained operational friction and stress for employees. Leadership turnover was frequent, contributing to ongoing instability. Because of all this, there was a super low morale and a feeling of widespread fatigue. Inconsistent communication and decision-making standards contributed to a low-trust culture, including regular informal discussion of colleagues and unprofessional and sometimes intimidating behavior in meetings. Performance feedback and perceived value were highly dependent on shifting leadership dynamics rather than consistent, objective criteria. Employees could move from being strongly supported to heavily criticized with little change in actual performance. Although a nine-box review process was supposedly used, individual outcomes were not transparently shared with employees. Onboarding and training for specialized roles were underdeveloped. Compensation was just fine for workload and scope of responsibility.

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