Merck

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A good environment where all colleagues and disciplines interacted to affect positive growth and change.

Supervisor (Former Employee) Lafayette, NJ

ProsIntelligent people. Positive mindset and interaction between disparate groups and departments. Solid leadership. Driven more by the desire to enhance our developmental drugs than by profit margins.

ConsThe only real con was being bought out by a pharma that did not work in the same manner and most certainly did not understand our business culture.

Advice to Senior ManagementWhen merging two disparate cultures you must be willing to create a new entity that incorporates the best values of both communities of workers. This means it is imperative that you have an equal ratio of senior management positions. This might seem counter-intuitive as the logic will be, by doing so, you will create tension across the organization. While it is true that there will be short term tension following this model, it is also true that there is tension irregardless of the method used. By creating an equal balance of power between the two merged companies, what you will create in the end is a single entity that has been completely renovated. This will greatly reduce the loss of valuable talent as both sides will be affected in equal measure. The idea should be that you bought the company not just for their pipeline, but also in sum with the type of organization that was able to PRODUCE this pipeline in the first place. At the end of the day, if the only thing that you have is a few compounds that have a short term gain, as all of these compounds have a finite lifespan, then you really short change the combined organization. As is the case with this merger, almost all of the talent felt a great disconnect and thus left. Therefor the only thing really gained through this merger was a short term addition to the pipeline and very little else. This is the thing that MUST be avoided at any cost. The loss of that talant...the loss of the environment that allowed those compounds to be developed in the first place is gone.

And that is exactly what you can not afford to do. It is essential that the entire culture of the mergerd companies comes across as a new beginning for all. And to do this there must be a half and half commitment by senior level leaders to make this cultural change for both entities. It must become something completely new. A brand new company that keeps all of the best people as happy as possible on both sides. And once again to do this there must be a 50/50 spilt right down the middle that creates an entirely new organization. A new organization that uses the best methods, talant, and decision making systems from both organizations. While a merger done in this way has a lot of logistical challenges and will take a bit longer to complete...the outcome will the more than worth the additional cost and time. The most difficult issue to overcome is the stress on the employees during this transition. To alleviate this stress it is vital to keep everyone in both companies completely informed as to the rational on a daily basis. Let the employees know what the logic of the merger is. Let them know that the company that will be formed is going to be completely new. That it will be an organization that takes the best of both cultures and that in the end the company formed will be the most novel and fantastic thing ever created in the industry. Let them know that they will be a part of something extraordinary in its structure, design and purpose. That with there help, the company created will be the pinnacle, the beacon of the entire industry.

The company created must be entirely new from the ground up. It must be novel and it must inspire the best of the best to come together and work with a single mission: We will become the best pharma that the world has ever seen and what we do here will be used as the model that other organizations use when they find themselves in a similar situation.

Ycomplete exodus of talent,

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    • No Opinion of CEO

     

    used to be a great company to work for

    Anonymous Employee (Current Employee) Whitehouse Station, NJ

    I have been working at Merck full-time for more than 5 years

    Pros: people are generally smart OK work-life balance reasonable benefit though less than… Cons: passive aggressive culture very political slow decision making constant laying-off/restructuring lowers morale salaries no… Advice to Senior Management: treat your employees right No, I would not recommend this company to a friend – I'm not optimistic about the outlook for this company… More

    • Culture & Values
    • Work/Life Balance
    • Senior Management
    • Comp & Benefits
    • Career Opportunities
    • Approves of CEO

    1 person found this helpful  

    Generally good place to work, but continuously downsizing since 2003 - forget about work-life balance.

    Manager (Current Employee) San Juan, PR

    I have been working at Merck full-time for more than 10 years

    Pros: - Good place to get solid experience in manufacturing environment, great place for recent grads to work. - Highly ethical in practices and policies. … Cons: - Very elitist and level conscious leaders. Recent compensation restructuring was oriented toward keeping executives and high level officials well-paid, all other professionals were… Advice to Senior Management: - Comprehensive workload analysis must be conducted prior to setting unrealistic headcount reduction targets. Quality has suffered and will continue suffering because of this.… Yes, I would recommend this company to a friend – I'm optimistic about the outlook for this company… More

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