Rests on name value too much - Clinical Social Worker Duke Health Employee Review

1.0
Jun 13, 2023
Recommend
CEO approval
Business Outlook

Pros

Solid insurance, best retirement contribution around probably

Cons

Hides behind "patient care" as reasons to ignore or discredit your legitimate boundaries, burnout, or concern about over extension (even in situations where safety or health aren't in jeopardy, this is the justification used to bully ancillary and support services too) Limited recruiting efforts, so teams are chronically under staffed, some roles being open for a year+... our department Director role has been vacant for over a year, so the AD and manager are stretched super thin, Social work is seen to have limited to no value in the system, so we aren't brought in for planning conversations. Leading to us pointing out all kinds of avoidable issues when we do learn about things, but it's often too late to fix, then there's a back and firth about role and who will take on the additional duties... There's no upward job mobility or career ladder, at least in social work/case management dept. Yeah, skip duke, work remote for an insurance company or one of the MCOs, don't pay for parking, And javelin a better salary

Explore other reviews about Duke Health

5.0
Jun 16, 2026
Recommend
CEO approval
Business Outlook

Pros

Scheduling is quite flexible working 3 12s

Cons

Holiday pay is only for major holidays not Christmas Eve

1.0
Jun 23, 2026
Recommend
CEO approval
Business Outlook

Pros

The work is meaningful and the team consists of some highly skilled professionals who are dedicated to supporting patients, providers, and the organization. The role provides exposure to complex issues and opportunities for professional growth.

Cons

The department suffers from significant leadership and culture challenges. Employees are hired as experienced professionals but are given little autonomy to perform the work they were hired to do. Leadership frequently inserts itself into routine matters, creating unnecessary delays and fostering a culture of micromanagement rather than trust. Communication is inconsistent and often lacks accountability. Important decisions and changes are frequently communicated verbally without written follow-up, creating confusion and shifting expectations. Employees are expected to remember evolving guidance, identify leadership mistakes, and compensate for communication failures. There is a noticeable gap between leadership messaging and employee experience. Work-life balance, employee engagement, and professional respect are regularly discussed, but many employees do not experience those values in practice. Concerns raised by employees do not appear to result in meaningful change, contributing to low morale and diminished trust in leadership. Leadership often responds to issues by implementing department-wide restrictions rather than addressing the specific individuals or situations involved. As a result, high-performing employees are subjected to increasing oversight and reduced autonomy because leadership is unwilling to address performance concerns directly. Turnover, employee dissatisfaction, and leadership credibility have been ongoing concerns. The department would benefit from leaders who are willing to listen, communicate transparently, accept accountability, and trust the expertise of the professionals they supervise.

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