1) Job satisfaction depends on company management. There are shared stories mentioning how a bad manager ruined the experience; management may say one thing and switch up on what they said in a few months. It is unfortunate for both the specialist and the manager because his/her hands are tied as big wigs try to push whatever new company agenda arises downward and manager has to enforce it. One may further assume that manager has to enforce things that he/she may not like so as to not lose their job; one may further assume that this may shed some light on the 'bad management' narrative. It is one of those unsaid understandings. 2) Training quality and subsequently the defining of the specialist's role is not standardized. Performance is tracked by company and plays a part into your promotion of pay and/or role. A fraction of the performance is reliant on the initial training, which can vary depending on who trained the specialist, what was passed along, and the circumstances/environment by which the specialist were hired (may be dealing with 'thrown-in' effect if the position is filled too quickly due to 1 - demand, role change, or high turnover or 2 - misinterpretation/lack of updating of job requirements/expectations specific to hospital) 3) Poor compensation (only a few ways to fight this 1 - work in role for years, 2 - find a new role, 3 - start off with having already withheld previous OR/SPD experience keeping in mind that healthcare experience does not count and that this position is deemed and compensated as an entry-level position requiring a 4 year degree, 4 - work overtime which lends way to being approved seldomly, or 5 - travel work) 4) Positions to switch to or grow into are mainly reliant on the performance metrics, the 'who do you know', length of time in role, where you wish to reside, etc.
