Kindred Hospitals reviews

Equipment and alarm failures for their ventilator connections. broke computers. way understaffed. The clinical officer lady (kinda had an attitude towards the CRTs and RRTs, and same for another DON, for that matter). You'll hear the alarm go off 1,000 times in a day, every 8 seconds(?). I didn't like how they treated an RRT from AZ who came to Louisville and wanted to go back to her home, and they wouldn't let her. When I was there, I believe about 10 people got fired on the LTAC floor and about 8 respiratory therapists got fired. Be careful in that place. For a while there, it seemed a lot patients were dropping like flies on the LTAC floor, left and right. It almost seemed like it 'must've been respiratory's fault.' i guess nobody asks questions, like 'what is up with 3Center?' Is it that hard to see that 3c is uniquely busier, more often than the other floors? At the end of the day, you're 'done.' I had to 'play a perfect game' nearly every shift I was there. If just one or two patients 'go south', watch out and good luck trying to keep up. Have fun moving patients around on ventilators every Wednesday, too. Even the elevators need breathing treatments (very slow). It also seemed nightshift (staff) wasn't the most skilled (motivated?) and you'd be picking up their slack. The Kindred in Louisville is a miracle. The margins are already very tight. You might be cool, but if you're on 3center, watch out.

At this particular facility, the Upper Management was so horrendous that the Corporate Management Team had to come in for 3-4 days a week, for at least 6 months, to attempt to correct all of the MISmanagement that had been occurring for the past 2 years. The DON and the ED were both convinced to 'voluntarily' give up their positions, which should have been a good thing, but with the Regional Corporate Manager in temporary lead, a number of employees who should have been fired for documented incompetence and/or neglect/abuse were kept on, while a number who were excellent but may have been going through a rough patch in their lives, were 'let go'. Many of the 'rules' of this facility were in direct opposition to those in the Employee Handbook, and the shameless ignorance of Upper Management, coupled with their refusal to see outside their blinders, created an extremely stressful and frustrating environment. One example: an employee was given a Written Notice of excessive absences, stating that the policy was no more than 3 absences in 180 days, and that the employee had 4 absences. The actual policy stated no more than 3 absences in 90 days, while specifically noting that an absence of 2 or more days in a row counted as One Absence. When this was politely pointed out to the DON and ADON, both insisted on misinterpreting it, without looking to confirm it, and the employee was therefore unfairly penalized. There was also an apparently long history of 'dumping' responsibilities on unaware employees, thereby greatly increasing their workloads to an impossible level, while failing to hold those employees whose jobs did include these responsibilities accountable for them. The unaware employees were then 'disciplined' for failing to fully complete the multitude of tasks given them, while at the same time attempting to manage the job they were actually hired to do.