Mayo Clinic Review - Sonographer Mayo Clinic Employee Review

5.0
Jan 10, 2010
Recommend
CEO approval
Business Outlook

Pros

The best reasons to work at Mayo Clinic are the competency and dedication of our staff. From the highest level administrator to the lowest paid employee, we are all are focused on two things: doing the best thing for our patients and obtaining the most up to date training for for jobs. We really pride ourselves on being one of the best medical facilities in the country. Another reason you would want to work here is the friendliness of our staff. Even though Mayo employees about 26000 people, it has a "small town" atmosphere of helpfulness.

Cons

The only con I can think of is it's large size. Sometimes when patients or newly-hired employees arrive, they can feel a bit overwhelmed by the size of our medical campus. Hospitalized patients are not used to having such a large team of staff assigned to their care. If it's your first visit or you were just hired, tell us, and we'll be even more helpful. New employees are usually assigned a buddy who will mentor them through learning how such a big organization operates.

Explore other reviews about Mayo Clinic

5.0
May 7, 2026
Anonymous contractor
Recommend
CEO approval
Business Outlook

Pros

There's enormous support for internal career growth.

Cons

Getting into the teach has become competitive .

2.0
Jul 22, 2026
Recommend
CEO approval
Business Outlook

Pros

Benefits are a plus there

Cons

There are many talented, thoughtful, and dedicated people working here. Unfortunately, the organization has become so large and cumbersome that meaningful change is extremely difficult, and the perspectives of front-line clinicians often seem to carry very little weight. The outpatient mental health model has increasingly emphasized brief, short-term treatment and measurable improvement within a limited number of sessions. That may work well for some patients with relatively straightforward concerns, but it is not an appropriate model for many people with serious, chronic, or complex psychological and behavioral conditions. From a world-renowned medical organization, I expected greater support for clinicians treating the most challenging cases, including recognition that effective care may require longer-term treatment and more frequent appointments. Clinicians were expected to practice according to evidence-based standards, but the scheduling structure often made that impossible. Patients who needed weekly therapy frequently could not be seen weekly, and clinicians had limited ability to determine the appropriate frequency of care based on clinical need. When patients cannot access treatment consistently, progress is slower, clinicians feel ineffective, and burnout increases. The most frustrating part was the disconnect between the expectation to provide excellent clinical care and the operational systems that prevented clinicians from doing so. The people are often excellent. The system does not consistently allow them to do their best work.

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