Good for what it's worth - Anonymous employee Press Ganey Employee Review
2.0
Jun 4, 2021
Anonymous employee
Current employee, more than 5 years
Recommend
CEO approval
Business Outlook
Pros
Flexibility, co-workers, not much else really
Cons
Pay, Leadership or lack thereof, lack of diversity at the leadership level, token hires
Press Ganey Response
4y
Thank you for sharing your feedback with us. We hope you were able to provide additional context in our annual associate engagement survey on what you would like to see improved. Please note that in addition to our client Equity Partnership, we have an Internal DEI Steering Committee comprised of 20 associates representing different departments throughout our organization. Within the Steering Committee, we have three dedicated task forces: diversity in talent, culture of belonging and elevating equity. We encourage you to reach out to your HRBP to learn more about the work being done in these three areas to drive DEI within Press Ganey.
PG has many talented people that are amazing to work with and learn from. The account teams are structured to allow amazing people working together to support client goals and foster a collaborative environment.
Cons
Upward mobility isn't always aligned perfectly for some roles
If you want to get your hands dirty with healthcare policy or hospital system strategy, the Consulting and Advisory teams do some legitimately interesting work. The data access is also a massive plus—if you’re a Data Scientist, you won’t be hurting for data to work with.
Cons
Instability is the Norm: Constant, unexplained layoffs have created a pretty paranoid atmosphere. Management doesn’t handle change well, and people are always looking over their shoulders.
Frankenstein Tech Stack: The company prefers buying new companies over fixing the ones they already own. This leaves you with a core product that's basically held together by duct tape and technical debt. Sales often sells a "dream" that the current tech just can't actually do.
Broken Integration: There’s zero effort to actually merge the cultures or systems of the companies they buy. It’s just a revolving door of new names and fragmented processes.
Management Deflection: When things go south, leadership tends to point fingers at junior staff or "reorganize" rather than taking any responsibility.
The "Bonus" Trap: Don't count on your full package. Bonuses are rarely funded above 70% (it's often less), which effectively feels like a hidden pay cut.