A once good company brought undone by poor leadership - werkgeversreview Research Manager bij Elanco

1,0
19 jul 2018
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Has a broad product portfolio within the animal health industry. You will be incredibly well trained which will set you up for inevitable success in other companies.

Minpunten

Evangelical, self-serving and cult-like approach to leadership does not respond well to dissenting voices or diverse ideas. To do well in your career at Elanco, you need to drink the Elanco kool-aid and speak the Elanco sound bites. Despite being a global company they are completely US-centric. Elanco does not live by its published corporate values.

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
6d
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Expect to be firefighting constantly and frequently fighting against an aging facility and outdated processes.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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