Pharmacueticals & Biotechnology

Eli Lilly and Company

We're a medicine company turning science into healing to make life better for people around the world. It all started nearly 150 years ago with a clear vision from founder Colonel Eli Lilly: "Take what you find here and make it better and better." Harnessing the power of biotechnology, chemistry and genetic medicine, our scientists are urgently advancing science to solve some of the world's most significant health challenges. 
47,000
Employees
$45,042,700,000
Annual revenue
32%
Revenue growth
Visit jobs
Featured leader

Eric Dozier

Executive Vice President, Chief People Officer
Eric Dozier
Insight from Glassdoor
Company Rating
4 / 5
Interview Difficulty
3 / 5
Interview Experience
67% Positive
Recommend Rating
79%

Where new hires come from

Pfizer
Merck
Bristol Myers Squibb

Where employees go

AbbVie
Bristol Myers Squibb
Pfizer
In depth look

Inside Eli Lilly and Company

Hiring & Retention Challenges in the Pharmaceutical & Biotechnology Industry

The pharmaceutical & biotechnology sector — with leaders like Eli Lilly, Pfizer, and Gilead Sciences — is renowned for strong talent retention and exceptional expertise, yet it faces persistent challenges in hiring and advancing top performers. 62% of companies excel in short-term retention and 69% in long-term retention, while nearly all achieve high marks in industry recognition (92%) and lead the Fortune 500 in skills and educational attainment (100%). These strengths reflect the sector’s investment in specialized knowledge, advanced degrees, and cutting-edge research talent.

However, a major obstacle undermines this success: only 23% of companies show above-average promotion rates. Highly regulated environments, narrow career pathways, and long development cycles often stifle upward mobility and cross-functional growth. As a result, companies risk losing emerging leaders to more agile industries that promise faster progression and diverse career experiences. To remain competitive, pharmaceutical and biotechnology firms must rethink leadership pipelines, accelerate internal mobility, and create more visible, dynamic career pathways — or risk retention gains being offset by talent stagnation and eventual attrition at the top.