Too many reorgs losing great leaders like our last senior director - Recensione dipendente - IT Analyst presso Duke Health

1,0
21 nov 2017
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good benefits almost comparable to industry, milk raises 2% consistently. My group was a great team and line managers and senior manager great man. We had an outstanding group before our snr director

Svantaggi

Losing the cohesiveness of a great group is a great loss they blame our team and our snr director who was chased out by the mentally abuse SLT. Now they will be tearing a great group apart. As i have heard from various IT people in the org it is the culture that is crushing this place. Now with a new reorg from what i have heard from people left there they see no plan. Duke continues to eat their young if you think you are going there to improve your resume and put "Duke" on your resume think again. Dysfunctional...

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Risposta di Duke Health
8y
Best response to this poorly written, emotional "review" is to look at the review submitted November 25, 2017. Those who cannot adjust to change in technology or healthcare should never have entered this field in the first place. Agilely adapt or fail.

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5,0
16 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Scheduling is quite flexible working 3 12s

Svantaggi

Holiday pay is only for major holidays not Christmas Eve

1,0
23 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The work is meaningful and the team consists of some highly skilled professionals who are dedicated to supporting patients, providers, and the organization. The role provides exposure to complex issues and opportunities for professional growth.

Svantaggi

The department suffers from significant leadership and culture challenges. Employees are hired as experienced professionals but are given little autonomy to perform the work they were hired to do. Leadership frequently inserts itself into routine matters, creating unnecessary delays and fostering a culture of micromanagement rather than trust. Communication is inconsistent and often lacks accountability. Important decisions and changes are frequently communicated verbally without written follow-up, creating confusion and shifting expectations. Employees are expected to remember evolving guidance, identify leadership mistakes, and compensate for communication failures. There is a noticeable gap between leadership messaging and employee experience. Work-life balance, employee engagement, and professional respect are regularly discussed, but many employees do not experience those values in practice. Concerns raised by employees do not appear to result in meaningful change, contributing to low morale and diminished trust in leadership. Leadership often responds to issues by implementing department-wide restrictions rather than addressing the specific individuals or situations involved. As a result, high-performing employees are subjected to increasing oversight and reduced autonomy because leadership is unwilling to address performance concerns directly. Turnover, employee dissatisfaction, and leadership credibility have been ongoing concerns. The department would benefit from leaders who are willing to listen, communicate transparently, accept accountability, and trust the expertise of the professionals they supervise.

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