Used to be good, going downhill very fast - Anonymous employee Mayo Clinic Employee Review

1.0
Jul 25, 2012
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

They payed well in my field, otherwise I would have never stayed so long.

Cons

Where do I start? Mayo used to be a pretty good workplace, unfortunately it's been changing for the worse since the early 00's. The workload is increasing exponentially, and the hiring doesn't follow. Useless training, procedural steps and policies are constantly piling up, without improving workflow or productivity (think of the movie "Office Space"). Good employees are getting completely demotivated and burned out, lazy employees know they can get away with doing hardly any work , since Mayo never fires for poor performance. A supervisor once told me with a straight face that some employees in her unit were trained only for the easier duties only because they couldn't handle the complexity of the task / the workload / the stress. It would imply that more capable and smarter co-workers were expected to pick up the slack..... for the same pay. I finally realized things were not likely to improve, even if I transfered to another unit (I am not saying that there are absolutely no well-managed work units at Mayo, but they are excessively rare). I am now living in a different state. I make about 60% of what I was making at Mayo, but in return I am keeping my health and my sanity.

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Pros

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Cons

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2.0
Jul 22, 2026
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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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