While not all managers and senior leaders contribute to this issue, several in management, director roles, and senior leadership seem to prioritize the bottom line over the well-being of their staff. It feels like senior leaders only think about, "How many patients can we see today? They aren't seeing enough; the numbers are too low." While yes, this is important to keep the company running, quality of care over quantity should always be the first priority. In the years I was there, there were a few managers and directors I came across who did care, but their hands seemed to be tied. Many employees feel ostracized, overworked, underappreciated, and like they are walking on eggshells or thin ice. Some employees have personally witnessed managers yelling at staff in front of patients or engaging in bullying behavior with no accountability. This has created an environment where employees feel uncomfortable, vulnerable, and even unsafe at work. But they can’t afford to lose their jobs or quit, so they put up with the, in some cases, abuse, low pay, and low morale just to take care of their families. With the cost of living skyrocketing, they simply can’t afford not to.
Even when concerns are raised to senior leadership about management behavior, employees are often met with retaliation instead of support. Complaints are brushed under the rug, and the toxic behavior continues unchecked. A thorough, external third-party review needs to happen—one where employees can truly speak freely without fear of consequences. Without this, the same cycle will continue, and the workplace culture will only get worse.
On top of the poor management, there isn’t enough staff to cover the workload in clinics and hospitals. Employees are being stretched too thin, leading to burnout, frustration, and a noticeable drop in team morale. Instead of addressing these issues, leadership continues to push for more with fewer resources. Many employees feel exhausted, unappreciated, and stuck in an unsustainable system. I’ve personally known several friends who have left healthcare altogether because of this toxic cycle.
Currently, an internal survey exists for employees to provide feedback, but many do not trust it. Since it requires an employee ID to participate, staff fear retaliation if they express their honest concerns. Instead of using feedback to improve, some managers have even attempted to identify who left negative reviews rather than addressing the problems. If leadership truly wants honest feedback, there must be a way to gather it anonymously without fear of job security.
Adding to the frustration, publicly available information shows that former top executives were earning millions in salary, plus additional bonuses and compensation, while frontline employees—who actually provide patient care—struggled with low wages and poor working conditions. To make matters worse, the same year that executives took home massive paychecks, employees who work directly with patients didn’t even receive a holiday bonus for the first time. This really hurt long-term employees who were so accustomed to receiving the bonus each year, making them feel even more unappreciated. For an organization that claims to be mission-driven, this sends a clear message about priorities.
Then, there was the decision to cut over 700 employees and transfer them to another company with little notice. This move showed a blatant disregard for the people who work tirelessly every day to keep clinics, hospitals, and surgical centers running. It’s hard not to wonder if someone at the top profited from this decision, while employees were left scrambling with uncertainty about their future.
