If you care about making a difference in the patient experience - this is the company for you! - Anonymous employee Press Ganey Employee Review

5.0
Jan 6, 2015
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Press Ganey cares about patients - which is evident in our Compassionate Connected Care model. We are about reduction of suffering. I work with people who are mission-driven - who are energized by this vision and want to make a difference in the world - and with our clients/partners. People have certain ideas about consulting companies - and that is NOT us.

Cons

You had better be comfortable with change - and about stepping up to express your opinions. I say this especially to our Morehead colleagues. Get over it - you are Press Ganey now and we are so happy to have you! Apply what you know about culture to help us be better as a company. Your opinion and thoughts are invaluable.

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Press Ganey Response
11y
Thanks for your thoughtful review. And I agree, we value the opinions of our (former) Morehead colleagues in helping us to employ best practices to strengthen employee engagement.

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5.0
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CEO approval
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Pros

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Cons

Upward mobility isn't always aligned perfectly for some roles

2.0
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Recommend
CEO approval
Business outlook

Pros

If you want to get your hands dirty with healthcare policy or hospital system strategy, the Consulting and Advisory teams do some legitimately interesting work. The data access is also a massive plus—if you’re a Data Scientist, you won’t be hurting for data to work with.

Cons

Instability is the Norm: Constant, unexplained layoffs have created a pretty paranoid atmosphere. Management doesn’t handle change well, and people are always looking over their shoulders. Frankenstein Tech Stack: The company prefers buying new companies over fixing the ones they already own. This leaves you with a core product that's basically held together by duct tape and technical debt. Sales often sells a "dream" that the current tech just can't actually do. Broken Integration: There’s zero effort to actually merge the cultures or systems of the companies they buy. It’s just a revolving door of new names and fragmented processes. Management Deflection: When things go south, leadership tends to point fingers at junior staff or "reorganize" rather than taking any responsibility. The "Bonus" Trap: Don't count on your full package. Bonuses are rarely funded above 70% (it's often less), which effectively feels like a hidden pay cut.

7
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