Good place to start a career - Director Sutter Health Employee Review

As a full-time ER RN, I genuinely enjoy working at Sutter. The benefits are excellent, but what really stands out is the supportive work environment. Management is very approachable, truly listens to staff, and always maintains an open-door policy. They are encouraging, considerate, and make employees feel heard and valued. The work culture is something I'm especially proud to be a part of. Teamwork is strong, and the environment is positive and respectful. It's refreshing to work in a place that is not toxic, where leadership prioritizes staff well-being and fosters a collaborative atmosphere. One of the things I appreciate most is that my director consistently creates opportunities for us to learn, grow, and become better versions of ourselves, both professionally and personally. Whether it's through education, leadership opportunities, or encouragement to develop new skills, those opportunities are there for anyone willing to take them. The support is genuine—you just have to be willing to embrace the opportunities that are offered. Overall, Sutter has been a great place to grow professionally while feeling supported every step of the way.

I haven't experienced any major downsides so far. Like any busy ER, the workload can be demanding, but the teamwork and support make it manageable.

Leadership trainings, conferences, educational opportunities, Senior leadership seems to respond to employee feedback, Great organizational transparency and clarity around goals and direction, Front-line leadership receiving recognition more often, Fair (not amazing) compensation and benefits overall, Organization seems to be healthy and growing which is encouraging for job security and retention.

Unsustainable front-line leadership expectations, responsibilities, and tasks without providing support from supervisors or assistant managers specifically in San Francisco campuses, High burnout risk among front-line leaders which is continuing to increase, Growing list of contradicting or conflicting priorities. Patient experience scores have improved greatly in SF but patient quality/safety and employee satisfaction has become the apparent cost of that, Very unreasonable span of control for front-line leaders, i.e. way too many direct reports, Meeting metrics and KPIs at all costs is the message being received. Front-line leaders are left scrambling to reach the data points (regardless of the methods), to get there. In other words, we might be meeting the metrics and KPIs on paper, but that doesn’t necessarily mean the real purpose or reason behind those metrics is being performed. We’re just desperate to keep our jobs, The leadership culture in the last 6-9 months has shifted towards motivation through fear. Fear of losing our jobs or bonuses rather than motivation by providing actual daily support in doing our jobs and genuine concern and encouragement to succeed.