SSM Health reviews

This company, since merging with SSM continues to devalue and disrespect their employees. Employees are leaving in flocks and the employees left behind assume the work load of three to four people. Even worse, there is no gratitude or respect for the work they are doing. There is a constant change in leadership, who all come in with a new vision, who all continue to roll out projects at an unmanageable pace with very ridiculous timelines and none of these said leaders sitting in their offices actually have to do the work, so are unaffected and turn a deaf ear to those sounding the alarms. The employees would like to do a good, quality job but no longer have the tools to do so. Little perks like working off-site or wearing jeans or providing some munchies for an occasion have all vanished. The culture is chaotic and negative with employee morale at its lowest. The pay is meager, especially in places with a higher cost of living. The pay increases or salaries have not kept up. Whereas pay used to be based on your work effort and quality it is now equal and minimal for all employees even further reducing the drive of anyone to put a passionate, quality work effort into their projects. Yet the most disgraceful change in environment is that the employees who used to be respected for their expertise, skills and knowledge are now thought of robots with no opinion and are not listened to for exactly the points on their resume they were hired for. The chiefs in this company, although not experts in most areas, think they know best and do not listen to those who are below them.

From my own personal experience it appears to be virtually impossible to be internally promoted at SSM if you hire into a large, high-turnover department such as Pre-Service. Human Resources uses Taleo Recruiting software for initial screening of candidates and each manager has a direct link to it through the HR website. Several veteran employees within the department believe that managers have the ability to block individuals or even specific groups of employees from being given consideration for positions outside of the department, and have actually done so in the past. If this is indeed true, and managers are presently engaging in this egregious activity, it would go a long way toward explaining my own lack of success. Even if you are fortunate enough to receive a rare contact from a “Talent Acquisition Specialist” the best that you seem to get is a very pleasant person reading questions to you off of an obvious script that was indexed against your electronic application, as though you were a non-SSM applicant being considered for new hire. What you have accomplished professionally or academically, or how reliable and helpful you have readily and steadily been to your Supervisor and fellow coworkers, apparently bears little real value. Sadly, it has ultimately been much easier for many of my now former co-workers to gain advancement by leaving SSM for one of the competitors, which of course contributes to the high-turnover ratio. This particular factor is just one of several operational factors that have resulted in extremely low overall employee morale within the department. And from an organization that continually promotes and stresses moral values and individual ethical obligations to its employees this, at the very least questionable, practice is more than a wee bit contradictory.