Gilead Sciences reviews

Culture from Dan O'Day only goes through to his directs - more needs to be done to pull through a growth mindset and new behaviors. While the core values are great, they do not inform or drive behaviors for a conforming culture Some people whom are mediocre are not given the hard feedback on what they need to do to improve, they are kept there as a reward for their loyalty instead of being evaluated on the way they do their work Lack of career development for senior leaders (below executive levels) unless you seek it out yourself, based on your network/contacts Lack of understanding of what you may have done prior to joining Gilead and how your experience should be valued, as opposed having to prove yourself to the old-timers Still reactive, lack of strategic vision from some dept heads (VPs)

Career development paths and promotional criteria are outlined for each department and job title, but not adhered to. Promotion not based on achieving criteria or doing a good job, but on business need. If there is no business need, no amount of hard work will help. Best to take it easy and wait until next year. “Inclusion” is a cultural belief, but Management fails to make themselves equally accessible to all direct reports. They socialize with the same people over and over, providing the optics that they are not approachable (and have favorites). Transfers to other departments can be blocked, preventing career growth. Successful transfers are always lateral or lower in title (but pay is not decreased). Cannot transfer to a higher title. It does not matter if you have the appropriate skill level and meet the career path requirements for the higher title.