Duke is a great place to be a patient, work environment is okay depending on department. - Recensione dipendente - RN, BSN, CCRN presso Duke Health

2,0
8 nov 2015
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Youthful energy, new ideas, a place that provides great care. Met some of the most amazing patients and most interesting cases there. Inspired me to continue my education. After having Duke on my resume I am considered a "top pick" by nurse recruiters.

Svantaggi

Pay scale is stagnant for experienced nurses, nurse managers knowledge of nursing varies from very limited to extensive. Not the best retirement package. Attracts new grads who work for two-three years, then leave for graduate school to become nurse practitioners, CRNAs, or travel nurses. After 6+ years working in all their ICUs, it was time to grow professionally and financially. Day/night rotating schedules are awful for most people. If this is a requirement of staff nurses, it should be a requirement for managers as well. It does not help retain people to have a schedule that rotates continuously.

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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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