Myriad Genetics

  www.myriad.com
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Myriad Genetics Reviews

All Employees Current Employees Only

3.1 42 reviews

67% Approve of the CEO

Myriad Genetics President, CEO, and Director Peter D. Meldrum

Peter D. Meldrum

(27 ratings)

50% of employees recommend this company to a friend
1 Employee Review Back to all reviews
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    • Culture & Values
    • Work/Life Balance
    • Senior Management
    • Comp & Benefits
    • Career Opportunities
    • Disapproves of CEO

     

    Headed on a downward spiral.

    Patient Service Coordinator (Current Employee) Salt Lake City, UT

    ProsI agree with the below comment; the view of the mountains.

    Cons-Bureaucratic structure with layers of management - from regional managers to department managers down to team supervisors. This, along with mandates for compliance, takes precedence over doing the right thing. It discourages change and cripples improvement. You may ask "Why do we do it this way?" The answer is often, "We've always done it this way." Forget creativity. Forget talent. Forget improvement.

    -Micromanagement is crazy and is implemented with a command and control leadership style. Employees are treated like numbers. No one cares if you fall off the face of the earth. You're replaceable. We don't need you.

    -Bonuses and rewards are given equally to everyone. And tenure precedes performance. Just another way to promote mediocrity and high turnover.

    -Because management is so stuck in the past and resistant to changes, lots of processes (basically anything done on the phone or computer) is outdated. This is 2013, not 1992!!

    Advice to Senior ManagementTenure Suppresses Talent:

    Just because “Employee A” has performed a task longer than “Employee B” doesn’t necessarily mean that “A” is more skilled than “B.” Furthermore, just because “A” has been with the company longer than “B”, doesn’t necessarily mean that “A” possesses more talent, upside, knowledge, or adds more value than “B.” When an organization promotes based upon tenure, and not based upon recognition of talent, merit, performance, etc., the company is not leveraging its true talent base. Not recognizing, developing, and rewarding talent is the fastest way I know of to drive talent out of your organization and directly into the hands of your competition.

    No, I would not recommend this company to a friend – I'm not optimistic about the outlook for this company

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