Culture was once a selling point - Recensione dipendente - Dipendente anonimo presso Elanco

3,0
5 gen 2020
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Culture was once the best thing about this place. It’s quickly changing. Food (headquarters has amazing subsidized food) People (some of the nicest people you will ever meet; not to be confused with management)

Svantaggi

Innovation ( company would rather purchase other companies and products than create their own) Leadership ( it literally feels as if we are being ran by a 2 year old child with a tantrum. So much up and down, back and forth, and twists and turns. Accountability (It is a good ol boys club. It is ran as such. The mantra is “Speak up to create change” however when you do.... you are the one who is changed) management is completely chosen based on who likes who and if you fit the current diversity narrative (ie White female in a white male dominated industry) Insurance (health insurance changed and went up once the split form Lilly) Lack of diversity (self explanatory. They use the same minority faces on all media publications because that’s literally all they have) Training ( complete joke. There is literally one guy who trains all new hires in 1 week.) Salary( not competitive)

Esplora altre recensioni su Elanco

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Expect to be firefighting constantly and frequently fighting against an aging facility and outdated processes.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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