I don't work there anymore and I can ONLY speak to the corporate side, but it's a pretty negative environment and the pay is below average. Lots of turnover due to pay, low morale, lack of upward mobility and, at least in my opinion, lots of inexperienced managers who had simply snuggled up in one way or the other to the people that hired them. This is how it is at most corporate offices, granted, but it's reallllly bad at CHS. Plenty of tenured, 35-55 year old people who are put under the control of much younger, inexperienced managers who upper management feels are less threatening. Tons of talent wastes away/walks out the door because many of the managers suppress ideas, use scare tactics and micromanage because they're terrified of being upstaged by their subordinates. That being said, if you want to be a manager or above here and you have "impressive" credentials from another industry, you probably have a pretty good shot.
There's also a bit of a "grass-is-greener" mindset where upper level management will automatically look outside of the organization for new leaders instead of promoting proven workers from within. The consequences are often new managers from other industries who are now supervising tenured employees that already know the healthcare industry inside-and-out. This inevitably leads to insecurity among management, which leads to micromanagement, unwarranted criticism and mistreatment of employees, etc. etc.
The SVP position tends to recycle frequently (every 2-3 years) due to high-stress, sub-average pay, which means every time a new SVP takes over, he or she will assuredly want to hire "their people" while intentionally marginalizing potential "threat employees" within the workplace and beginning the cycle again. This is what leads to heavy turnover and the absence of any kind of sustained growth.
