DIA Reviews

Thank you for sharing feedback. We are sorry that you didn’t have a great overall experience during your time at DIA. We are fortunate to have a very diverse community at DIA beginning with our volunteer committees and councils as well as our Board of Directors, which bring together individuals from all over the world with different gender, race, ethnicity, age, and other identities. Likewise, our global staff team is comprised of over 40% minorities. We agree that we still have work to do and have been dedicated to improvement for years, leading to these current outcomes. In the last year, we have created a volunteer taskforce of employees to look at how DIA can use its platform externally to impact diversity, equity, and inclusion in the life sciences industry, as well as internally to foster inclusion and belonging, both initiatives focusing on immediate tangible outcomes. We require all new employees to complete harassment training and have added diversity and bias training to our regular development agenda. Our work on this continues to build. We take harassment seriously and have an internal complaint process to immediately investigate and stop offensive behavior. We also have an external whistleblower policy with reporting that goes directly to our Board of Directors. We are proud that we can provide benefits that are competitive with the local labor market in each of our locations, including 22 days of PTO for all levels in the US to start (max 30 days after 8 years) and the flexibility for all our global teams to use their time off at the end of the year. In some respects, we are providing better than market benefits – such as with our 401(k) and Safe Harbor company contributions and paid parental leave. DIA, like other non-profit organizations, has limited resources but is committed to enhancing benefits where possible and investing in staff development. We are implementing a new learning platform this quarter which will offer all employees access to the same large catalog of training and enable upskilling and cross training in any subject no matter their current role. Performance is evaluated using clear goals that are set by the Leadership using a Balanced Scorecard approach. Individual employees are evaluated based on achievement of goals they set together with their manager and competencies for the role. All promotions go through a leadership approval process which includes an equity review. We know compensation is an important element for our team. We want to attract and retain the best talent, so we work with an outside consulting firm to do regular compensation benchmarking and job pricing. We are proud of our promotion culture. We have long tenure team members who have been promoted multiple times and had the opportunity to work in different teams while at DIA. We require all our employees to set annual individual development plans and encourage them to work with their manager on a pathway for personal development. Despite our best efforts, we may not be the best organization for everyone and sometimes our colleagues leave us. We value their contributions while with us and use their feedback to continually improve. Navigating through the pandemic required prudent management and constrained resources, as we committed to and were successful at, maintaining jobs. With the experience of last year behind us, we now have a better understanding of the type of work and resources that are needed for the future of DIA. and we see a very promising future as we continue to focus on our important mission in our 57th year of existence – to bring life-saving medicines to patients around the world, a mission that is never more critical that we have felt during the pandemic.