No compensation for any advanced skills or responsibilities. - Emergency Department Technician Duke Health Employee Review

2.0
2 Feb 2024
Recommend
CEO approval
Business outlook

Pros

Good experience, high acuity, high census.

Cons

Low staff, high turnover. Does not pay a livable wage. Clinical and non-clinical staff receive same base-rate. Management doesn’t provide books or guides to train new hires, it has to be done by memory, causing discrepancies. No pay or differential for being Team Lead of ED Techs despite numerous more responsibilities including but not limited to pacemaker integration and coordinating all department sitting cases as well as breaking and covering all positions. There is no pay or differential for either training new hires with little to short notice or liability for said new hire. No differential or any pay for advanced skill of telemetry cardiac monitor and charting on all 100+ beds of department, of which includes precepting Nursing level staff RN staff with no compensation as tech making unlivable base wage. Little to no training for RN staff at said telemetry station floated there leading to interpretation error and simple neglect of position of cardiac monitoring, of which there is little over site and compliance management.

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5.0
2 July 2026
Recommend
CEO approval
Business outlook

Pros

Great place to work! Excellent benefits, competitive pay, opportunities for growth.

Cons

Parking is expensive and sometimes far from campus.

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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