How will this company affect the Facial Aesthetics team? btw RDs, trainers, mgrs, sales, hr etc they will have 100+ in the US... what is the real deal?
Kythera
mercredi 1 avril 2015
What happened to the fat poodl thread
?
Can one one re oest the go useful insights?
Can one one re oest the go useful insights?
What happened to the fat poodl thread
Just Interviewed this week
Just interviewed and yes seems like a cattle call of sorts. So inappropriate to pool candidates in one room. Can you say Inventiv?! Geez where is the privay for US when you have to sign a privacy release to interview for them? Apparently once you're brought to Dallas management has ALREADY called around the industry, such as friends of people who work at your current and past companies, internet searches, customers you call on to get the goods on you. So unethical. They are putting your current job in jeopardy.
In my panel - 2 people were great. Another one clearly a HR or person of that sort (no personality is a dead ringer) and lastly one was the king of asses who looked for anything he could to bully, demean and you. Seriously, the other panel members had to shut him down as he was relentless. Thank you God that is not my boss or I would quit.
And the role-plays? If you did not come from a cholesterol background you are screwed. They are real life questions any cardiologist would ask but to expect let's say an oncology rep interviewing to comprehend this data without any training is crazy. And with mere days to learn it, shit I was googling half the acroynms the night before. If Regeneron is not interviewing only CV reps - why the role-play? It dimminished the positive interview you just had moments earlier.
Unless unemployeed or on a pip - I would run from this. Yes the company is innovative....but you will be micromanaged and the amount of heat just getting through this nightmare in Dallas is just a sample of things to come. Too many of these king of asses and gossipmongers people hired in management vs the professional ones.
Hope this helps anyone interested. Lastly - read the benefits!!!!!!!!!!!!!!!!!! Virtually NO SHORT TERM DISABILITY at least for 1 year and then only a few weeks at cut salary. Insurance - PPO $300-600 deductable. And 401K match is not with cash!!!! It's with Regeneron stock. Never heard of such shitty benefots from a pharma company. Sad.
In my panel - 2 people were great. Another one clearly a HR or person of that sort (no personality is a dead ringer) and lastly one was the king of asses who looked for anything he could to bully, demean and you. Seriously, the other panel members had to shut him down as he was relentless. Thank you God that is not my boss or I would quit.
And the role-plays? If you did not come from a cholesterol background you are screwed. They are real life questions any cardiologist would ask but to expect let's say an oncology rep interviewing to comprehend this data without any training is crazy. And with mere days to learn it, shit I was googling half the acroynms the night before. If Regeneron is not interviewing only CV reps - why the role-play? It dimminished the positive interview you just had moments earlier.
Unless unemployeed or on a pip - I would run from this. Yes the company is innovative....but you will be micromanaged and the amount of heat just getting through this nightmare in Dallas is just a sample of things to come. Too many of these king of asses and gossipmongers people hired in management vs the professional ones.
Hope this helps anyone interested. Lastly - read the benefits!!!!!!!!!!!!!!!!!! Virtually NO SHORT TERM DISABILITY at least for 1 year and then only a few weeks at cut salary. Insurance - PPO $300-600 deductable. And 401K match is not with cash!!!! It's with Regeneron stock. Never heard of such shitty benefots from a pharma company. Sad.
Just Interviewed this week
REGN Stock
Stock price is down to $436/sh. My options are underwater and my boat is taking on more water. Someone throw me a life raft. Im drowning.
REGN Stock
I wish I was back at Oxford
This was the best company I ever worked for. I made so much money and they delivered on all of their promises. Quality of life was also at an all time high. Really regret leaving. :(
April fools 😂
April fools 😂
I wish I was back at Oxford
Where Amgen fails
As millennials continue to enter the workforce, the culture of organizations will continue to become the last great competitive advantage in the marketplace. Simon Sinek wrote in Start With Why: How Great Leaders inspire Everyone to Take Action:
"Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left."
Culture is important and leaders will find it worth their while to curate a culture that attracts the talent they need to compete. This can be done both formally (i.e. branding) or informally (i.e. conversations in the hallway). I am a big believer in the later. But how can we change a culture through conversations in the hallway? How can an organization start moving towards the last great competitive advantage in the marketplace?
Alvesson and Sveningsson wrote in their article entitled Managers Doing Leadership: The Extra-Ordinarization of the Mundane:
"A lot of ‘leadership’ (e.g. what people in an organization see as leadership) is fairly mundane, differing little from what other people do, at least at a behavioral level...Most employees in organizations would probably have a hard time convincing other people that they do something special by listening, chatting or being cheerful. It seems as though the construction of mundane activities as extraordinary occurs exclusively when managers are performing the activities. The acts are, in a sense, non-exclusive, even trivial. The formal position of the person performing them is not, because of the symbolic meaning attached to managers and leadership".
Alvesson and Sveningsson found through listening, chatting, and being cheerful, managers and leaders are able to dramatically impact their workplace. This is how to start transforming a culture, this is how organizations can start to achieve the competitive advantage of culture.
"Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left."
Culture is important and leaders will find it worth their while to curate a culture that attracts the talent they need to compete. This can be done both formally (i.e. branding) or informally (i.e. conversations in the hallway). I am a big believer in the later. But how can we change a culture through conversations in the hallway? How can an organization start moving towards the last great competitive advantage in the marketplace?
Alvesson and Sveningsson wrote in their article entitled Managers Doing Leadership: The Extra-Ordinarization of the Mundane:
"A lot of ‘leadership’ (e.g. what people in an organization see as leadership) is fairly mundane, differing little from what other people do, at least at a behavioral level...Most employees in organizations would probably have a hard time convincing other people that they do something special by listening, chatting or being cheerful. It seems as though the construction of mundane activities as extraordinary occurs exclusively when managers are performing the activities. The acts are, in a sense, non-exclusive, even trivial. The formal position of the person performing them is not, because of the symbolic meaning attached to managers and leadership".
Alvesson and Sveningsson found through listening, chatting, and being cheerful, managers and leaders are able to dramatically impact their workplace. This is how to start transforming a culture, this is how organizations can start to achieve the competitive advantage of culture.
Where Amgen fails
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