Proud to be an Employee - Mitarbeiter (anonym) bei MetroHealth System: Mitarbeiterbewertung

5,0
12. März 2014
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

One of the best reasons to work at MetroHealth is Akram Boutros, new President & CEO. I have been an employee of MetroHealth for many years and have seen many CEOs come and go; never has one been more engaged with the staff or tuned in to patients' needs than Dr. Boutros. I have always felt it's the people at MetroHealth that make the difference; Dr. Boutros is truly a prime example and is leading the way to a happier and healthier MetroHealth.

Kontras

There are sometimes too many hoops/hurdles to jump through to get anything accomplished!

Mehr Bewertungen zu MetroHealth System entdecken

5,0
22. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Good place to work for

Kontras

No cons place is a good place to work

2,0
3. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Working for a Safety Net hospital system is a great cause! Home-spun management Working with doctors, clinicians, Sr executives, and C-suite is the best part

Kontras

EPMO management is weak and ingrown, lacking experience with people, close-minded, and cannot discern second-handed information from fact. EPMO management does not empower their people. EPMO is openly Anti-Agile and non-collaborative, specifically reprimanding collaboration between departments. Leadership is lacking because EPMO manangement cannot get their focus off "self" and on to others. EPMO was a good organization when Sr management had direct oversight of the department. Since then, EPMO management is adolescent in its Capability Maturity Model Integration: Junior manager has less overall management and/or project experience than any single team member or peer, thus creating a non-supportive environment. Weakness: Manager title among VP peers puts EPMO at a disadvantage and weakens their voice in the organization. EPMO is further weakened by lack of promotion and recognition by Sr management/CIO across the organization so project managers must "fight" clients for the right to manage projects, creating an adversarial relationship.

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