Meditech reviews

Because the company prides itself in never having laid off employees, when it goes through periods of belt-tightening, the company simply stops hiring and waits for people to leave. This is a terrific way of losing tenured employees and retaining low-effort ones. You would assume this meant management was at least competent, and for the most part, this is true: supervisors and managers (the first two levels of management) tend to be good at their jobs. There are numerous exceptions to this, however, and if you get stuck with a bad supervisor, there is very little you can do to fix the problem. Occasionally a problem will become big enough that a mutual decision will be made to save face and have a really bad member of management transfer to a different role that doesn't involve supervising other human beings, but mostly the philosophy is that it's better to have someone doing a quarter the work than nobody doing the work at all. If you're at all resourceful or motivated, there are two paths you can take: 1. Move up through management, which requires a slot open up or that you take a position in a new or problematic group. Slots do not open up frequently. 2. Become a go-to person for your position. Your lack of upward progress will be noted by the people who decided to take the first route, and while most will realize your competence, many will make assumptions. This path also runs the risk of you becoming a lynchpin, if you're surrounded by people who make the least effort. Someone's going to take up the slack, and guess who that's gonna be? Now you're doing two jobs, getting paid for one, and you can't move up if you want to out of guilt (for the destruction of the group once you leave) or desire of the people above you not to lose such an important team member. Not enough to give you a raise, of course. A minor con, but one that's existed since the start: working hours are from 9-5:30. See, they're legally required to give you a half hour and two fifteens for every eight hours of work. But any number beyond eight? Well, you've already had the legally required time off, so you can just make up lunch by staying until 5:30. This is non-negotiable, you're here from 9-5:30 regardless. This has existed since the dawn of time, and is indicative of how the company views you. You want a benefit? Everything has its cost. C-level management and VP's are by and large out of touch. Anyone who has a clue appears to have been frozen out of decision making. As a result of the issues with upper-management, everyone under that level has to scrounge for resources, often poaching them from other groups/divisions. On the one hand, you will be told we all work for the same company, and towards the same goals. On the other hand, once certain people achieve power, they will run their domains like feudal warlords, denying assistance and pillaging resources as they see fit. Software is proprietary, ancient, and in the case of certain older applications, built on years and years of accumulated nonsense and spaghetti code. Older apps are in desperate need of a ground-up rewrite, but that would require so much concentrated effort and focus for little immediate profitability that it will never, ever happen. Instead, a lick of paint is thrown on the existing code base so now it can accept mouse clicks rather than keyboard commands or be used via web-app. Proprietary software means your future job prospects as a specialist or programmer are extraordinarily limited. You will be trained to do your job, but nobody outside the company needs to know how the programming language works, and it's just unique enough to be useless as a stepping stone. This isn't learning Latin and later taking Italian. This is learning Aramaic. Broad troubleshooting skills and programming concepts will still apply, but none of the specifics are remotely marketable. The broader strategy of the company seems to be very spaghetti-at-the-wall: professional services offer a bespoke support experience, MaaS offers a subscription to the software, and so on. Ideas keep being implemented using the same pool of resources, which results in the new projects being undermanned while draining existing groups of talent and productivity. None of these ideas are awful in and of themselves, and they could likely be implemented simultaneously, but they require resources, guidance, and support that are simply not coming. Reviews (and thus raises) are handled on a schedule based on your hire date. In theory, this doesn't matter. In practice, if you're promoted a month after your review, enjoy working your new job at the salary of your prior position. We are told this is taken into account for your next raise, but it's a fairly common joke that the salaries of everyone from specialist through supervisor (and probably above) are close enough that many specialists with moderate seniority make more than supervisors with less. Staff morale is in the dumps as a result of what's noted above, and more I'm sure I'm forgetting. Instead of trying to salvage this by listening to employees, the CEO has decided what everyone really wants is to lose half their holidays (gaining them back in the cap on vacation days!) and be forced to come into the office once a week for no reason whatsoever. This was the compromise position, as well: initially the plan was two days in-office. Some years ago, there was a stock buy-back deal. Most employees were using their yearly bonus to buy stock, which paid out dividends. A number of people appear to have been assuming the stock was going to be helpful for retirement in some way. We have a profit sharing trust for that as well as a new option for an unmatched 401k. Other reviews have discussed the usefulness of the profit sharing trust for the purpose of retirement. I would highly recommend getting an IRA.