Poor leadership culture, especially at the very top. Ego-driven to be the biggest by size without having the financial stability or infrastructure to support the rapid-fire purchases of facilities, or by doing the due diligence to ensure the growth and acquisitions are wise investments. Evident in the sudden spin-off of 25% of the organization, divestitures, and massive layoffs happening.
No investment to staff up for the acquisitions and work it generates, no investment in people below the senior level to take the extra workload of large acquisitions.
Want to be bigger than HCA for the sake of being called the largest, yet still run like a mom and pop shop. You are held responsible for not making your deadlines or work goals despite being short-staffed due to constant hiring freezes, regular additions to your scope of work with acquisitions and new pet projects, and every approval sitting for weeks on the desk of the CFO. And even once approved will be unapproved after you spend weeks of work in that direction causing you to get even further behind.
Business decisions are made with no agreement among the senior leaders, and with no regard for input from operations or staff. Leaders do not lead. Leaders and their teams work in silos on their separate goals, with no top-down direction. The expectation is that teams on the front-lines will battle it out to get their leaders initiatives moved forward. There is extreme pressure to please your leader for your career, while other leaders watching have conflicting goals and no agreement of the work to be done. There is an undercurrent of secrecy in every decision, so there is little trust of management. This translates to a lot of finger-pointing and attacking, and us versus them.
CHS is a VERY MALE-DRIVEN organization, be aware there are poor opportunities or pay for females as compared to less educated, less qualified males in equal roles.
There is no HR support for any traditional HR functions like recruiting, onboarding, leadership development, or reviews of equal pay. Area supervisors are on their own . HR loves investigations, calling that employee relations. Because of the poor morale, stagnant pay for growing workload, turn-over and slow back-fill, and lack of opportunities the finger-pointing becomes formal complaints aimed at the immediate leaders at the lower levels who take the heat for what comes down from above. If HR is doing anything they are "investigating" every complaint, and I don't mean the serious ones that must be investigated. They have been caught in written emails coaching repeat complainers on how to phrase complaints for more attention and suggesting they recruit others to join complaints they did not witness. Investigations take months and bring operations to a halt. More team building, morale building, new manager training, and HR knowledge and support of various work areas would prevent much of the unrest and frustration that has become this undermining culture.
No focus on health of employees at the corporate office of a large healthcare organizatojn.
