Meh - Technical Specialist Mayo Clinic Employee Review

2.0
Jul 26, 2016
Recommend
CEO approval
Business Outlook

Pros

~Good salary, decent benefits ~Great job for those who have figured out how to put in the least amount of effort and get the same pay as those who are productive. ~Nearly impossible to get fired. It truly is a slackers paradise. ~Tuition benefit is great. When my graduate degree is awarded I will be looking elsewhere.

Cons

~Impossible to get ahead unless you know someone or are a person they poach from the outside; very slim opportunities for those who think they can work there way up - it pretty much doesn't exist. ~Can be equally qualified for the same job (or have slightly better qualifications with specialty certifications that meet the department requirements), but if you don't know someone from the hiring department you won't get an interview - or you will get the courtesy- we have to interview 3 or 4 people even though we already know who we are going to hire interview. ~Foolish business model, for example rather than deal with the problem, they recently created an entire department to "project manage" (i.e. babysit) one area that wasn't producing. ~Quickly get to know the people most likely to throw you under the bus and avoid them if you can. Every department has at least one, some have "gangs" that do it just for entertainment.

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5.0
Jun 23, 2026
Recommend
CEO approval
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Pros

Fun team hard work job

Cons

Managment cares more about mpney than staff

1
2.0
Jul 22, 2026
Recommend
CEO approval
Business Outlook

Pros

Benefits are a plus there

Cons

There are many talented, thoughtful, and dedicated people working here. Unfortunately, the organization has become so large and cumbersome that meaningful change is extremely difficult, and the perspectives of front-line clinicians often seem to carry very little weight. The outpatient mental health model has increasingly emphasized brief, short-term treatment and measurable improvement within a limited number of sessions. That may work well for some patients with relatively straightforward concerns, but it is not an appropriate model for many people with serious, chronic, or complex psychological and behavioral conditions. From a world-renowned medical organization, I expected greater support for clinicians treating the most challenging cases, including recognition that effective care may require longer-term treatment and more frequent appointments. Clinicians were expected to practice according to evidence-based standards, but the scheduling structure often made that impossible. Patients who needed weekly therapy frequently could not be seen weekly, and clinicians had limited ability to determine the appropriate frequency of care based on clinical need. When patients cannot access treatment consistently, progress is slower, clinicians feel ineffective, and burnout increases. The most frustrating part was the disconnect between the expectation to provide excellent clinical care and the operational systems that prevented clinicians from doing so. The people are often excellent. The system does not consistently allow them to do their best work.

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