Cult-like culture with constant job uncertainty - werkgeversreview Anonieme werknemer bij Elanco

2,0
27 apr 2018
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Formerly Novartis R&D site in Australia a great place to work. Intelligent coworkers, family atmosphere and a passionate group of people.

Minpunten

Elanco forces it’s culture on every employee. Constant cost-cutting, then re-hiring then cost cutting again. Higher management constantly changing strategies and focus based on American demands, not other countries.

Ontdek andere reviews over Elanco

5,0
14 mei 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Management listens to their emoloyees. Great benefits.

Minpunten

Old equipment. Lots of forced ot for hourly employees

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Reactie van Elanco
3d
We appreciate your positive feedback regarding management and benefits. At Elanco, we are dedicated to the wellbeing of our employees and are always looking for opportunities for improvement - we thank you for your feedback!
2,0
20 feb 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

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.

Minpunten

Expect to be firefighting constantly and frequently fighting against an aging facility and outdated processes.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