• Danaher runs a defined 10–12 week Danaher Internship Program with mentorship, leadership exposure, and an explicit intent to transition successful interns into full-time roles post-graduation.
• The company operates an early identification pathway for college freshmen (the Danaher Jump Program), with a multi-month virtual format centered on mentorship and professional readiness workshops.
• Danaher lists student-focused entry points in one place (internships, co-ops, and entry-level roles), which makes early-career navigation easier across a large, multi-business structure.

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• Danaher publishes a step-by-step recruitment process guide that spells out stages from application through onboarding, including what the phone screen covers and how interviews are run.
• The company provides timing expectations such as phone screen length, the typical window for scheduling interviews, and when candidates should hear an offer or rejection after final interviews.
• Danaher still shows variability by role and team, with candidate reports describing multi-round loops that can include skills tests, which can feel heavy for entry-level applicants even when the stages are explained.

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• Danaher builds learning into early-career programs through DBS exposure, real projects, and assigned mentors as named parts of the internship experience.
• The company links early-career development to structured programming like the Jump Program’s workshops and mentorship, plus internship capstone-style presentations to senior leaders.
• Danaher runs leadership development and rotational pathways (including general management tracks across operating companies), which adds a “next step” for high-potential early-career hires beyond the first role.

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• Danaher frequently posts pay ranges for early-career roles such as Sales Associate and Associate Sales Representative positions, which reduces negotiation disadvantage for first-job candidates.
• The company also posts salary ranges for junior scientific roles in some markets and shows consistent “good faith” pay-range language in postings.
• Danaher does not show the same level of pay-range consistency across all geographies and operating companies, and internship pay visibility is uneven depending on where the role is posted.

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• Danaher reports a 75% conversion rate from the internship program into offers, and the same interview notes that Danaher has hit or exceeded that level for multiple years, which is a rare, concrete outcome signal.
• The company receives recurring employee feedback that internal mobility across operating companies is a real path for growth, alongside comments that the environment can be demanding and highly performance-driven.
• Danaher does not publish standard early-career outcomes like typical time-to-promotion for entry roles, early-tenure retention rates, or intern-to-full-time conversion broken down by function and location, which caps confidence in consistency across the full portfolio.

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