Decent Job - Decent Pay - Recensione dipendente - In-House CRA II presso Fortrea

3,0
10 ott 2023
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The job is okay, the pay is okay, clinical research is all about what study you are on and that will make or break your experience.

Svantaggi

The In house role here has however been pushed more into the CRA role but without the CRA pay. This is great for the experience but the work load and expectations are pretty high.

Esplora altre recensioni su Fortrea

5,0
2 ott 2025
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Great people, good pay, good work life balance.

Svantaggi

I can't think of any.

1,0
15 giu 2026
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

In my experience, the greatest benefit of working here was the breadth of exposure I gained across my function. That said, much of it came out of necessity rather than design. Due to what I observed as persistent understaffing, high turnover, and recurring rounds of layoffs, I found myself taking on responsibilities that stretched well beyond any defined scope. If you're someone who learns by doing and can tolerate ambiguity, you will walk away having touched more than you would in a more stable environment. Benefits were adequate, though it was my experience that the company announced plans to eliminate dependent coverage starting in 2027, which was a meaningful shift for employees with families.

Svantaggi

In my time here, I found role clarity to be nearly nonexistent. I went without a formal job description for the duration of my tenure, and despite raising it, leadership indicated for well over a year that it was being worked on. That pattern, in my opinion, reflected a broader cultural issue: change was frequent but poorly managed, and directional guidance from leadership felt inconsistent and at times difficult to trust. I personally felt that communication about the company's position and direction was not always straightforward. The organization also appeared, in my view, to default to workforce reductions as a primary business lever rather than investing in stabilization or accountability. When leadership gaps surfaced, my experience was that they were minimized rather than addressed directly. The culture within my dept was also something I struggled with. In my experience, there was significant misalignment around ownership and responsibility, and the dynamic felt more competitive than collaborative. Rather than pulling in the same direction, it often felt like individuals within the team worked against one another rather than in cooperation, which made an already challenging environment that much harder to navigate.

6
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