What's the Company Culture Like at PerkinElmer?

Key Insight for Candidates

• People-First Culture: Leadership is sometimes experienced as valuing employees as individuals rather than “just numbers.” The stated aim to ensure employees feel valued and embraced reinforces this people-centered intent.
• Open Communication: Leadership is described as communicating well in some contexts, contributing to a clearer day-to-day experience. This supports an environment where expectations and priorities can feel more understood.
• Fair & Equitable Treatment: Inclusion initiatives such as Unconscious Bias Training and Employee Resource Groups (e.g., the Women’sForum) signal an effort to foster equitable treatment and belonging. These programs indicate an institutional focus on inclusion as part of workplace norms.

• Poor Communication: Communication from management is also characterized as problematic, with concerns about insufficient clarity and support from executive leadership. This can reduce confidence in decisions and weaken connection to leadership intent.
• Opacity & Integrity Concerns: A lack of transparency is highlighted alongside concerns about accountability, including patterns of blame directed at employees. Such dynamics can erode trust and make leadership actions feel harder to interpret or predict.
• Change Fatigue & Ineffective Decision-Making: High turnover and accounts of people being fired without warning contribute to a sense of instability. This instability can amplify anxiety about how decisions are made and how consistently they are applied.