It has it's ups and downs - Anonymous employee Atrium Health Employee Review

2.0
8 Nov 2014
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

For the most part, it's a secure job of you're in med-surg. In most of the units I have worked, the majority of the staff is very nice and takes pride in what they do. Hospitalist doctors are very accessible, even at night.

Cons

The pay. The very max pay increase for a perfect review is 3%. I have been there for 7 years and started at $19.50/hr and now make a little over $23/hr. Before the 3% rule took effect (my first year), I got a $1 raise. Now it's like 0.30 cents each year. Yet the increase in our health insurance costs far outpaces our raises. I have frequently seen "new" nurses quietly promoted to ANM all of the sudden, based on their friendships with managers, while the more experienced, well qualified nurses are overlooked. Its definitely about who you know. Also, life at CMC revolves around the budget. If our census goes down, we have a staffing matrix to go by which is viewed basically as their bible. We would have to flex staff down if we discharged a patient or two, yet when our census went up, oftentimes there is nobody who is either scheduled or available, and it's just tough luck to the staff. We use Cerner for our documentation. It's slow and takes forever to navigate through the screens to see patient labs, vitals, etc. It reminds me of dial-up internet. The physicians use power plans and "order sets", which creates a lot of erroneous orders, along with a lot of system generated orders, which makes it a pain to look through and find orders that are relevant to the patient's current care. Lots of our important orders get missed and overlooked this way. On every single unit I have worked on. Everyone knows this, yet it remains the same.

Explore other reviews about Atrium Health

5.0
13 Feb 2026
Recommend
CEO approval
Business outlook

Pros

Great training and culture. There is continuing education throughout the year.

Cons

I had no cons for this job. I loved working here.

2.0
21 Jun 2026
Recommend
CEO approval
Business outlook

Pros

I spent many years in outpatient rehabilitation and saw firsthand how much meaningful patient care can happen when clinicians are empowered. Earlier in my tenure, there were real opportunities for growth, mentorship and professional development. The team was collaborative and deeply committed to patients, and support staff worked hard under challenging circumstances. Those are strengths worth acknowledging.

Cons

As leadership changed, the culture around performance and advancement shifted. Over time I felt that institutional memory, specialty expertise and long‑term contributions were not valued consistently. Promotion practices seemed opaque, and I saw clinicians with substantially less experience and questionable communication acumen move into roles without clear explanations. Most importantly, I experienced increasing friction between high performers and leaders whose roles felt more performative than grounded in clinical or operational expertise. That tension appeared to be tolerated by the institution. Questions about decisions were discouraged, and requests for discussion went unanswered—even when they came from people with decades of service and a record of strong outcomes. After years of above‑average performance reviews, the feedback I received near the end of my tenure seemed inconsistent with my record and, in my view, hypocritical. This sudden shift in narrative felt like a mechanism to justify decisions already made rather than an honest assessment. For clinicians who invest deeply in their programs and relationships, contradictory or last‑minute feedback is demoralizing and undermines trust in the review process. Although department leaders appear to view themselves as emotionally intelligent, my experience was quite different: they delivered polished, stoic performances but did not exhibit the empathy, listening, or unbiased 360 assessment skills that clinicians need from leadership. That disconnect was another source of friction between high performers and management.

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