Getting better. - Anonymous employee Duke Health Employee Review

3.0
19 July 2015
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

CEO attempting to get a grasp on what is a great beast of bureaucracy. Has a connection to Duke so he may stay. Despite multiple re-orgs, things seem to be moving in a forward direction.

Cons

Pay barely touches national averages for most DHTS staff positions. Annual increases nearly non-existent. Minimal bumps in pay when moving to new positions. Constant turnover at the top: Due to the size of the organization and the reputation that the "Duke" name carries, it seems the top positions in management are just stepping stones for these professionals to move on to the "next thing". So after each nationwide search, a new face comes in with a new vision and gets 1/3 of the way through that vision before that "next thing" becomes available and they jump ship, only for another new face to come in with a whole new vision. Leadership is constantly starting over before we ever get to see what any one of the various visions looks like in practice.

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5.0
16 June 2026
Recommend
CEO approval
Business outlook

Pros

Scheduling is quite flexible working 3 12s

Cons

Holiday pay is only for major holidays not Christmas Eve

1.0
23 June 2026
Recommend
CEO approval
Business outlook

Pros

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.

Cons

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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