Based on my experience, the recruitment process at CommonSpirit Health (Dignity Health) demonstrated shortcomings in professionalism and operational effectiveness, suggesting broader challenges within the HR function rather than an isolated incident. Following a positive interview with the hiring team, I proactively contacted HR and was scheduled for a final interview with the executive leadership team.
During this executive interview, the tone and approach were markedly different from prior discussions. Rather than a collaborative or leadership-focused dialogue, the questioning felt adversarial and interrogative, inconsistent with the organization’s stated values and the earlier interview experience.
This was not my first interaction with Dignity Health. I have participated in multiple interview processes across several campuses, including Los Angeles, Las Vegas, Bakersfield, and Northern California. Across these experiences, I observed a recurring pattern of limited transparency, inconsistent communication, and a lack of a clearly defined mechanism to escalate concerns beyond the immediate leadership structure.
Through subsequent research and conversations with staff, I developed the perception that leadership structures may be highly insular, which can limit accountability and hinder the ability to raise concerns at higher organizational levels. As a result, issues encountered at the campus level appear difficult to escalate through formal channels, raising concerns about governance and authentic leadership across the broader system.
