I was impacted by a reduction in force (RIF) that was not communicated clearly or consistently across the organisation. The approach felt uneven and opaque. Some associates were given only a few hours to say their goodbyes, while others were given several weeks, with no explanation for the disparity.
Role eliminations were handled inconsistently. In some instances, managers appeared to select which roles to remove based on personal preference; in others, managers were simply informed of decisions already made. A number of associates with no performance issues were impacted, seemingly because they were not among their manager’s preferred individuals. There was little evidence of meaningful protection or advocacy from HR.
It should also be noted that HR had prior knowledge of the RIF and facilitated the placement of certain favoured associates into roles within other operating companies. More broadly, internal mobility across Danaher is heavily dependent on sponsorship. Many roles are created specifically for particular individuals without being posted, and others are advertised despite a candidate already having been selected. As a result, the organisation does not operate as a true meritocracy.
Without strong internal backing, opportunities for progression or redeployment are limited, particularly during periods of organisational change.
If you join Danaher or one of its operating companies, invest early in networking and securing senior sponsorship. Advancement and stability often depend more on who supports you than on performance alone.