Good Company; Horrible Management - Quality bei Sutter Health: Mitarbeiterbewertung

2,0
23. Nov. 2017
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CEO-Befürwortung
Geschäftsprognose

Pros

Benefits- medical, dental, vision, life, 403b, very small amount of tuition reimbursement, wellness bonus, holiday bonus, other employee bonuses if you're a phone agent, PTO rate is good.

Kontras

ZERO respect for military and prior service. People with FMLA/ADA are harassed, treated differently, neglected and so on. A few people on multiple occasions had their needs ignored to the point that they ended up in emergency rooms or needing to have the ambulance show up due to negligence from superiors and human resources. Worse than other business politics: promotions usually based on who you know rather than merit and experience. Total disregard for diversity, cultural differences, age, and race. Employee satisfaction survey results are not taken seriously, & when they ask the teams how to improve they take the bare minimum & ignore the more important issues. Concerns brought to management, upper management, and human resources are ignored and then you are treated differently for having said anything at all. Many employees, including the ones with fmla/ada needs, fear taking action for mistreatment because of the retaliation, being pushed out, and threatened. They ask for ideas on how to improve processes & other things but either ignore your ideas or steal them & behave as though you have not contributed anything. If you don't participate in giving your whole life story, or participate in every single activity (dressing up, games; even if you participate in the ones you do like) you get accused of not being a team player or a part of the "work family" & your annual review/raise suffers for it. Unrealistic expectations and metrics. Even the best employees such as myself and others could not meet some, and when you bring it to their attention they scoff at you, brush it off, reprimand you or try to, take no accountability or suggestions. You go from being the top employee to the one they push out. High turn over rate in operations and support. On my team alone in support, 4 of us have quit within the same year, 2 within a few months apart, 2 within the same week; & these positions formerly had a low turn over rate. They tell you your job role & how to do it, but when you do it the way they said to, you're still wrong. A lot of contradictions, double standards, hypocrisy, and no self-accountability especially in management and upper management. There is a protocol to follow when something is needed, and instead of following it- people wait last minute and demand they get what they need. They will wait the hour before It is needed to ask for something that takes hours, or even days to complete because they procrastinate. When you don't jump when they ask, because it is impossible and or because they didn't follow protocol when others did, they blame you and try to throw you under the bus instead of owning up to their mistake. I have a huge stack of evidence that I had to submit to the department of labor. I never had to do this at any other job in my life. It is despicable. As soon as two of us top employees started getting pushed out, we found other jobs where we both get treated like royalty. I found another job where I am respected and treated as an adult, they are amazing and already within the 2nd day I was offered a promotion.

Mehr Bewertungen zu Sutter Health entdecken

5,0
30. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

This opportunity for the Owner/Director of Operations may operate to other entities and title Chief of Staff in its mid term, if the time arise for Employment. As the Employer Return these job titles will always be available to myself or you. Creative Opportunities is a great statement for the hospital and workforce. Major health incentives may qualify more patients thrive to moving on to qualifications of getting home. Sometimes our treatments here are good and request for patients move to another hospital. That's what I am here for, and creating a day to day plan for the patient or treatment care. All of my patients will be treated equal as EEO or Special Privileges on a subliminal content and contracts. Either domestic or foreign affairs will be answered upon request. Any special requests must be attended such as " how long is a regular hospital stay "? Well, some care is different than other treatments of care and request demo treatment healthcare. Basically Sutter Health shall remain under the proper structure of my Inheritance: Good Old Fashioned Healthcare and Guidance. Remaining stable to my job as a importance person of personnel HR Human Resources. Director of Operations.

Kontras

It is mandatory for the janitorial work to be completed at proper time,, for day to day inspections. Handling cases or health cases of the Department of Public Health of my Lead Corre-spondence and it's Team. To check in once or twice a year with the department;, in reading ledger or manual, when handling patients CA.

3,0
11. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Leadership trainings, conferences, educational opportunities, Senior leadership seems to respond to employee feedback, Great organizational transparency and clarity around goals and direction, Front-line leadership receiving recognition more often, Fair (not amazing) compensation and benefits overall, Organization seems to be healthy and growing which is encouraging for job security and retention.

Kontras

Unsustainable front-line leadership expectations, responsibilities, and tasks without providing support from supervisors or assistant managers specifically in San Francisco campuses, High burnout risk among front-line leaders which is continuing to increase, Growing list of contradicting or conflicting priorities. Patient experience scores have improved greatly in SF but patient quality/safety and employee satisfaction has become the apparent cost of that, Very unreasonable span of control for front-line leaders, i.e. way too many direct reports, Meeting metrics and KPIs at all costs is the message being received. Front-line leaders are left scrambling to reach the data points (regardless of the methods), to get there. In other words, we might be meeting the metrics and KPIs on paper, but that doesn’t necessarily mean the real purpose or reason behind those metrics is being performed. We’re just desperate to keep our jobs, The leadership culture in the last 6-9 months has shifted towards motivation through fear. Fear of losing our jobs or bonuses rather than motivation by providing actual daily support in doing our jobs and genuine concern and encouragement to succeed.

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