Duke University health System - Recensione dipendente - Analyst, IT presso Duke Health

3,0
5 apr 2013
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Fair to strong job security, ability to move around (or up) to other departments within job title. Seemingly fair market value salary.

Svantaggi

Training... within position, and for available positions is not strong. Severe lack of diversity, especially in the Sr. Analyst and management ranks. You must do your homework on the market, or you will not be compensated properly. Almost impossible to increase your salary, and even a vertical move (e.g. from Analyst to Sr. Analyst) will generally come with an offer of the lowest possible pay increase, despite established guidelines that allow up to a 10% increase for such a move.

Esplora altre recensioni su Duke Health

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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