I have been working at XDx full-time
AlloMap is a great product and sustainable into the next generation of personalized medicine. Post IPO means there is money to fund R&D on a promising new product as well. Most people recognize the value of the test to the patients and work very hard to provide quality results. Business is improving and sales will continue to rise over the next two years, but there is a cap with such a specific test.
-Division of office - business operations and mgmt is on second floor while the daily tasks of the company are on the first floor. Literally 'beneath them'.
-No opportunity for growth, job tasks are mainly tasks - no room for input or creative thought - the managers save all the important decisions for themselves in order to seem important.I'll echo the sentiment of another reviewer that the employees/manangement who have been here the longest seem to keep valuable information and tasks to themselves in order to succeed - withholding information and experience that could help new hires.
-Inadequate training policies, haphazard procedures that could be made many times more efficient with an overhaul.
-Discouraged from suggesting improvements. I have suggested many improvements to daily tasks and have been shot down each time.
-High turnover. A company of 60 people fires 5 of them in less than a year, and several experienced and competent employees left willingly.
-Bad communication between departments and a lot of snark about what 'they' want, do, or need. No teamwork attitude.
-Overwork. Several coworkers work >40 hours EVERY week. This is not healthy, and it encourages new hires to feel like they have to follow suit.
Advice to Management
Encourage cross departmental communication and understanding, trust your employees to be competent and responsible (you hired them, after all), take time to review each departments procedures and question everything - some are operating on their own agendas.
I applied through a recruiter. The process took 1 day. I interviewed at XDx (Brisbane, CA) in September 2014.
Having had a phone interview with the Real Staffing Hiring Manager, I had a straight-forward 1.5-hour meeting with stake holders who had knowledge about the job in question and had access to my resume. I met with the statistician, then the clinical science liaison, then the EVP/CMO. We discussed common problems working with Key Opinion Leaders, CONSORT rules about trial flow diagrams.
I gave my current hourly rate to the Real Staffing Hiring Manager, who said it was within the range specified by the company.
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