Not what they profess to be - Account Representative II - Patient Pay bei Sutter Health: Mitarbeiterbewertung

1,0
28. Feb. 2014
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CEO-Befürwortung
Geschäftsprognose

Pros

Good benefits (health insurance). No other pros that I can think of.

Kontras

Poor training. The first two weeks of training was excellent, after that, you are on your own. The way you learn is by being written up by QA. You earn PTO time but are not allowed to take it without 48 hours notice (who can give 48 hours notice when sick or in an emergency). Have absolutely no leeway on lateness, even if you call in. They relocated 35 miles to the north of their original location with no public transportation available and poor highway situations and have no tolerance for being late. As a result, they have massive turnover in their employees after they have invested major time and money into training. Poor morale in company. What they profess to believe that the patient comes first, it is all about the stats and pushing as many people to collections as fast as possible.

Mehr Bewertungen zu Sutter Health entdecken

5,0
11. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

The top-notch professionalism work-culture is what made me decide to switch from a contract-worker to a full-time RN.

Kontras

I wish that the N95 mask requirement was included while I was in Chicago in my remote physical and urine drug testing during pre-employment. I had to fly in SF for one day to meet the N95 fit requirement then fly back to Chicago to spend more time with family.

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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