Durham Regional Hospital - the Stepchild of Duke Health System - Recensione dipendente - Dipendente anonimo presso Duke Health

1,0
3 mar 2009
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Part of Duke University Health System, so super benefits. Financially challenged with FTE's not approved unless a patient care/safety issue, so plenty of opportunities for people in support roles to take on additional responsibility and puff up the resume. On-site cafeteria, coffee shop and gift shop.

Svantaggi

Politics, politics, politics! It takes an Act of Congress to get anything done. So many approval levels to do something as simple as replace a broken chair. Nurses receive disproportionate praise here. Granted the ones I knew and worked with were phenomenal people, but there are many other jobs critical to making the hospital successful. Turnover was a problem and rumored to have the highest turnover rate in the Duke system. Some departments turned over completely every few years and others couldn't keep someone in the department manager position. The hospital is located in a depressed area reportedly nestled against gang territory. I don't know how true that is, but I was accosted several times in the parking lot in broad daylight by mentally altered people looking for the emergency room or begging for change.

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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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