Soft money jobs are unstable and unprotected - werkgeversreview Laboratory Research Analyst I bij Duke Health

2,0
24 sep 2009
Aanbevelen
Goedkeuring directeur
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Pluspunten

Great benefits for FT salaried employees if you don't get paid on grants. Great opportunities to brown-nose because Duke is so politically-oriented.

Minpunten

Soft money employees are treated like second-class citizens (or more like contract workers). 30 days notice is all you may get . No internal support exists for you to move laterally or to help you find a job. These changes have come about over the past 6 years por so. So build your network and brown-nose all you can. Very little support for cross-training. Each department must pay for this service and that cost is not liked by the business managers. All hirings are currently frozen at Big Duke. 100 people are about to get their severance offerings. The company picnic was scrapped last year for the first time ever. Don't expect to get by on your merit. You need to be well-liked. I was a FT employee, working my way up the tech ladder for 18 years, finding basically no opportunity to move sideways or up. I got laid off twice within a 2-year period because of mismanagement of funds and lack of the ability for finaqnce to release research money because they were busy shoring up finds for their own staff. That is probably illegal. That doesn't matter at Duke. Fair warning.

Ontdek andere reviews over Duke Health

5,0
16 jun 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Scheduling is quite flexible working 3 12s

Minpunten

Holiday pay is only for major holidays not Christmas Eve

1,0
23 jun 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

The work is meaningful and the team consists of some highly skilled professionals who are dedicated to supporting patients, providers, and the organization. The role provides exposure to complex issues and opportunities for professional growth.

Minpunten

The department suffers from significant leadership and culture challenges. Employees are hired as experienced professionals but are given little autonomy to perform the work they were hired to do. Leadership frequently inserts itself into routine matters, creating unnecessary delays and fostering a culture of micromanagement rather than trust. Communication is inconsistent and often lacks accountability. Important decisions and changes are frequently communicated verbally without written follow-up, creating confusion and shifting expectations. Employees are expected to remember evolving guidance, identify leadership mistakes, and compensate for communication failures. There is a noticeable gap between leadership messaging and employee experience. Work-life balance, employee engagement, and professional respect are regularly discussed, but many employees do not experience those values in practice. Concerns raised by employees do not appear to result in meaningful change, contributing to low morale and diminished trust in leadership. Leadership often responds to issues by implementing department-wide restrictions rather than addressing the specific individuals or situations involved. As a result, high-performing employees are subjected to increasing oversight and reduced autonomy because leadership is unwilling to address performance concerns directly. Turnover, employee dissatisfaction, and leadership credibility have been ongoing concerns. The department would benefit from leaders who are willing to listen, communicate transparently, accept accountability, and trust the expertise of the professionals they supervise.

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