Good place to work as an employee, but not as a contract employee - Human Resources Consultant Genentech Employee Review

2.0
Jan 24, 2010
Recommend
CEO approval
Business Outlook

Pros

Purpose-driven business. Strong feeling of employees that they are doing something meaningful - developing and selling drugs that cure cancer. People can be nice, depending on the group. Some areas are very haughty and superior.

Cons

Contract employees are treated, for the most part, as second class citizens. The company expects them to behave like employees - e.g., be on site 40+ hours per week, and be a W-2 workers - but the treatment of them is inconsistent with permanent employees. Contractors are frequently referred to simply as "red badges" (employees have blue badges.) "Red Badge" is a term referring to their non-employee status within the organization as contingent workers. When hired, contract employees are often told that they can be converted to permanent employee status after 6 months, but it rarely happens. It does only if you can find an open position - people don't get "converted." Beware of the agencies, too. Some are very good, but many effectively drop you as soon as you are onboarded, and simply collect a check for their percentage of your earnings.

Explore other reviews about Genentech

5.0
Jun 6, 2026
Recommend
CEO approval
Business Outlook

Pros

Great salary and team! The interview process was smooth and effective.

Cons

To be determined, but so far many alignment meetings. Some folks have frustuations around the re-org and strategy changes.

3.0
May 7, 2026
Recommend
CEO approval
Business Outlook

Pros

Genentech's origin story and mission are genuinely inspiring — few companies can point to such a meaningful historical arc in medicine. Patient engagement is taken seriously and feels authentic, not performative. The campus is beautiful and the culture has real warmth.

Cons

DDA is operating with significant gaps. First, the foundational data infrastructure is not mature enough to support the ambitions being set for the team. Second, the measurement culture has gotten ahead of the methodology, and no one in a position of authority seems to be asking hard questions about whether the numbers actually mean what they're being presented as meaning. Third, some management feel disconnected from the work itself, lacking the knowledge, hands-on experience, or relevant credentials. Individually any one of these would be manageable. Together these create an environment where it's hard to do rigorous work, rather work is performative, and be recognized for it.

2
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