Health Catalyst reviews

3.3

44% would recommend to a friend

(781 total reviews)
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Ben Albert

28% approve of CEO

24% positive business outlook

Health Catalyst has an employee rating of 3.3 out of 5 stars, based on 781 company reviews on Glassdoor which indicates that most employees have a good working experience there. The Health Catalyst employee rating is in line with the average (within 1 standard deviation) for employers within the Healthcare industry (3.4 stars).

Reviews by job title

781 reviews
2.0
Aug 28, 2020
Recommend
CEO approval
Business Outlook

Pros

I honestly believe the CEO Dan cares about the employees. The benefits are decent compared to other companies.

Cons

Where do I start? As I stated, I feel Dan does honestly care about employees, but I don't know if he truly knows what is really going on for people that are many levels below him. I hear him promote that he does skip level meetings. I was scheduled to be in one over a year ago and it was cancelled and never rescheduled. As far as promotions, I've been with the company a little over 4 years and I have not once been promoted. I have been given many kudos on my work and I feel I am respected by my co-workers, but it never happens. I feel unless your last name is "Burton", you are related to someone on the executive leadership team, you came here from Northwestern, you are close friends with someone in executive leadership or are a white male (I am not), then it is really hard to ever move up in this company. I am beginning to get really discouraged and wondering what am I working hard for this company for when they don't care about the hard work I am doing? Also, within ASO I have no clue how you really get promoted or level up. I have seen presentations and they sound really good, but I don't know who you need to know or what you need to do to be promoted. I see people given opportunities to be SMEs and work on projects and in my mind I am asking "Why them?", "How were they chosen?". For example, when COVID started new apps were created and adapted to help our clients. How were those AEs and ADs chosen to help on that project? I don't remember anyone asking for volunteers or anything along those lines. Maybe it happened and I missed it, but somehow they were chosen and I have to wonder and fear if it was because "They were the chosen ones", "They knew the right people" and it always seems like the same ones are "the chosen ones". One other thing that I feel can hurt being promoted in ASO and probably anywhere in this company is who you have for a manager. If they advocate for you, then great and if they don't then you are left to advocate for yourself by yourself. And then within ASO you have the HR manager and the Field Manager. Do they talk? I hope so. Speaking on work within ASO, the work can get boring within ASO. Even though there are different levels, I don't think they have solved the problem of a junior AE doing the same work as a senior AE and consultant AE. Again, some senior and consultant AEs are given other opportunities to grow and shine, but not all and I don't feel the opportunities and those chosen are done fairly.

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Health Catalyst Response
5y
Thank you for this review and feedback, and thank you also for your more than 4 years of contribution to the company. I can see, as I have read and reread your feedback, that we still have more work to do on the promotion process, as your experience is certainly not measuring up to our overarching objectives for team member experience and career opportunities. As we've discussed previously, and we'll discuss again during today's All Team Member meeting (as we consider together as fellow owners your specific feedback), our overarching goal is that every team member at Health Catalyst can, on average, qualify for and receive a promotion every 3-4 years, so the fact that you've been at Health Catalyst over four years without a promotion has fallen short of that objective. I also apologize that we had to cancel a scheduled skip-level 1:1 and that it never got rescheduled. I've asked Jenn Howard to allocate a few days over the next couple months for me to hold skip-level 1:1s with analytics engineers, and would welcome the opportunity to visit with you and better understand your experience. You can also just reach out directly to Jenn and we'll get a 1:1 scheduled. I would be happy to be a personal advocate for you here at Health Catalyst, as I desire to be for every team member at the company. Thank you again for your feedback, and I hope to visit directly with you in the near future. Best, Dan
4.0
Aug 18, 2020

Great Place to Work (on Average)

Recommend
CEO approval
Business Outlook

Pros

Health Catalyst is truly a great place to work. At Health Catalyst, you get to work alongside some really great people and do meaningful work. It all starts with the Executive team who exhibit transparency and care in their communications with team members. This care for employees extends all the way down to people managers and fellow co-workers. Nearly everybody is encouraging and wants the best for each other. Not only are the people great, but the salaries and benefits still remain fairly competitive. Work-life balance is encouraged and team members benefit from flexible PTO and the option to work remotely in many roles. There is also a big emphasis on career development. Each employee is encouraged to continuously learn and develop within their role. They are given many resources and opportunities to learn, grow, and develop their skills.

Cons

While Health Catalyst is, on average, very generous to its employees, they lack the ability to recognize and encourage exceptional work on the individual level. With no PTO bucket, those who choose or are required to work extra hours receive no added benefit from working longer hours or not taking as much time off. In addition to this, raises, equity, and bonuses (with bonuses being based on company performance, not individual performance) are given to any team member determined to be in good standing. Thus, many employees are incentivized to work the minimum hours necessary and perform just adequately enough to remain in good standing, but nothing more. The only mechanisms in place to recognize individuals' hard work is through extra equity and quicker promotions. Though these mechanisms are in place, they are ineffective incentives. Extra equity only occurs for truly extraordinary work, leaving many individual contributors feeling this would not be possible in their current role/situation. Though quicker promotions could occur on the individual level, many roles have promotion schedules that get emphasized leaving high performing individuals on a similar trajectory as those whose work is good enough. The only exception to this being those who were fortunate to come into Health Catalyst at a higher level, as experience coming into Health Catalyst is often weighted more heavily than experience within Health Catalyst. At times, I have wondered if my career would progress faster by leaving Health Catalyst, working elsewhere for 2-3 years and then coming back at a higher level than I would have been if I remained in my current role. With all of this being said, it should be noted that due to the current COVID-19 situation, promotions, raises, and our 401(k) match have all been put on hold. Though management is hopeful to get these reinstated, there is no clear timeline or promise of when or if these will come back. It was also demotivating, that in my own experience, the COVID-19 situation left me slammed with work and with more responsibility while benefits and hopes of raises and promotions were being cut.

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Health Catalyst Response
5y
Thank you for your review and for performing such a critical individual role in that of an analytics engineer for these past four year. Your individual contributions are appreciated, and I am grateful for your feedback about your positive experiences as well as the ways in which we can improve. I agree with your perspective that we have some room for improvement in recognizing extraordinary individual performance. This has been the topic of some meaningful study and research over the past year for us, and has led us to make a few specific changes in some areas, particularly the growth areas of the company. But there is more work to do here. We will be including this topic as part of our 2021 planning process as we think more broadly about team member compensation. I will also share that we continue to be focused on sharing in the positives of our company's success with every team member, as soon as we can and it is financially sustainable to do so. We'll discuss this more in our all-team-meeting this afternoon. Thank you again for your commitment and for your many contributions to the company's success! Best, Dan
5.0
Aug 27, 2018

Double Bottom Line Company and Excellent Place to Work

Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Health Catalyst is hands down an excellent place to work. Most importantly, the leadership (specifically Dan Burton, our CEO) are enlightened in terms of being open-minded and listening carefully to employee feedback. Dan genuinely cares about the employees and is fully transparent, even going so far as to put all negative Glassdoor feedback up on the screen during the all-hands meeting for all to see. We have an internal anonymous feedback mechanism and he does the same with that feedback. He airs out these issues and thoughtfully responds to each and every one. What kind of work could be more meaningful? Health Catalyst is certainly a "double bottom line" company where profits and company purpose go hand in hand. This purpose that we all feel at Health Catalyst, to drive healthcare improvements that literally come down to helping save lives, makes our employee base more satisfied and fulfilled. Health Catalyst not only measures its financial stability but also measures the number of results we have helped generate for our healthcare customers (e.g., lowered mortality, decreased readmissions, fewer healthcare facility acquired infections like sepsis, length of stay reductions, etc.). For us, doing good in the world and doing well financially are inextricably tied, and the approach is that if we continue to execute to help improve outcomes for patients and help improve hospital and health system profitability that our own profits will follow. It's a noble mission we are on and I feel honored to be a part of it.

Cons

The company is growing so very fast, which is fun to see. So it's impossible to keep up with this growth perfectly, so we have situations where employees with no managerial experience or training are put in managerial positions which makes it hard both on those folks and their subordinates, especially because the managers are also individual contributors so it's two jobs for many people in that position. We also have situations where people are put into a role where they don't have much experience in what that role requires. These are great career growth opportunities but sometimes we are in a place where everyone is doing things their own way and we lack consistent execution. There was a recent job leveling exercise that many feel was poorly managed and left a lot of people confused and demotivated about their career path. This leveling exercise informed many people that they were being compensated already above the 75th percentile for their job role and would therefore not be eligible for any raises until the market catches up with them (for me this is like 10 years). This was entirely demotivating especially to people who had the mindset "I'll do whatever it takes for this company to grow" because that meant taking on work that was "beneath" us and so when the leveling came around some were pegged into a lower paying job level. Now personally I find myself not wanting to jump in and raise my hand to do whatever it takes to help the company, because to get paid more I need to focus only on trying to do higher value work on paper so I can leave my current job level and hopefully get paid more. With this leveling it was also announced that all salaries will be pegged to the Utah market. This was a huge unintended blow! Management has received feedback on this and say they are trying to come up with a solution. But wow, talk about demotivating. On top of being pegged to a lower job level than you are qualified for combined with the fact that some of us live in areas that are 30% higher than Utah makes it hard to not look elsewhere since the future doesn't feel very bright financially. This isn't disclosed anywhere in the job postings ("Silicon Valley talent need not apply! Unless you want a pay cut and/or no financial growth once you join.") This is certainly NOT the intent of management and I am hopeful that an adjustment will be forthcoming so that not only can we retain team members in higher cost of living areas but also attract the very best and brightest, who often live in expensive places. Our workforce is around 50% remote I think, and there are a lot of places out there that are more expensive to live in than Utah.

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Health Catalyst Response
7y
Thank you for your kind and generous words, and for taking time to write a thorough review of both the positives and some of the real challenges of working at Health Catalyst. I am energized as I read through your description of the positives of working at Health Catalyst -- your articulate description is detailed, compelling and motivating to try to live up to this wonderful description. Likewise, your description of some of the challenges is resonant and compelling and evokes feelings of sadness and regret as I more fully internalize the negative personal impact of some of the company's policies and decisions. I have reread your feedback multiple times and, while we have had a few discussions about the geographic pay differential in LT meetings over the past four months or so, there were some significant arguments made against a geographic pay differential based on the financial impact of doing so. So we resolved to do a more thorough financial analysis, and then we received some additional feedback, including your feedback, of the negative impact and message this sends to team members outside of Utah, particularly those who live in higher cost-of-living areas. As I have continued to consider this topic, I have a working hypothesis that is strengthening, that if we do not offer a geographic pay differential, then we are not keeping our commitment to existing team members in those areas, to "have their back" when it comes to compensation; to pay above-market (and to me, above-market should factor in geography, particularly for existing team members where we have already made that commitment to them); to provide generous pay and benefits so as to enable team members not to worry about their compensation and instead focus on the mission of the company. I do understand and find compelling the argument that in some situations having team members who choose to work and live in lower-cost areas may be an advantage that we can pass on to our customers -- and that moving forward, in some cases, this consideration may be one of many relevant factors to consider as hiring managers go through the selection process. One example of this that was referenced in our most recent LT discussion on this topic was our ability to offer some "outsourced services" at a compelling value/price to clients. At the same time, I believe there will also be many situations in which the experience base and skill of a candidate will overwhelm any potential concerns about geographic cost differentials, particularly in the context of the huge difference in contribution of highly engaged and qualified team members (they are not 5% or 10% more productive, they are often 5X or 10X as productive as disengaged and/or non-qualified team members). For these reasons, I have asked the finance team to include the assumption of a geographic pay differential to be applied to each team member at Health Catalyst who lives in an area that is significantly higher-cost than Utah, starting January 1, 2019. I want to be clear that we have not yet made this decision or commitment, but that it is my hope that we can implement this in 2019 and also keep our financial sustainability commitments. Further, I have asked the finance team to include the assumption of a change to our pay increase policy for those above the 75th percentile to be eligible to receive the "market" pay increase for their job, as the market rate increases. This also isn't yet a decision we've made, but one we would like to be able to make, as long as we can find a way to make it work within our financial sustainability envelope. Finally, we are encouraging every manager to nominate their team members to increase pay bands as soon as they qualify for this promotion, and we have a standing weekly agenda topic to review and approve these in our LT meetings. Thus far this year we have approved 100% of these promotion requests from managers. We will cover each of these points in tomorrow's ATM discussion and keep you apprised as we refine the 2019 operating plan, hopefully being in a position to confirm these policy changes within the next 3 - 4 months, provided we can make these fit within our financial sustainability framework. Thank you for your contributions to the company these past 3+ years, for your willingness to do whatever is needed to help the company be successful. I hope that you will continue to operate this way moving forward, and feel like the company will appreciate and value this commitment and flexibility. Best, Dan
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