Intermountain Healthcare
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Intermountain Healthcare Company Culture & Values
This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.
What's the company culture like at Intermountain Healthcare?
Strengths in teamwork, recognition, and development are accompanied by challenges in workload pressure, cross‑department communication, and confidence in change decisions. Together, these dynamics suggest a mission‑aligned culture that delivers supportive team experiences but struggles with consistency and trust during periods of rapid change.
Positive Themes About Intermountain Healthcare
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Collaborative & Supportive Culture: Coworkers are described as kind, professional, and focused on patient outcomes, creating an "awesome" environment for team players. Cross‑functional collaboration and camaraderie contribute to daily motivation and a sense of belonging.
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Recognition, Pride & Shared Success: Recognition for achievements and a high‑trust, mission‑aligned environment foster pride and connection. Leaders are portrayed as genuinely caring for caregivers and community, reinforcing shared purpose.
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Learning & Knowledge Sharing: In‑depth training, strengths‑based quarterly conversations, and growth opportunities support development. Wellness and development initiatives encourage continuous improvement and skill‑building.
Considerations About Intermountain Healthcare
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Workload & Burnout: Workloads can be demanding and chaotic, with physical strain, staffing inconsistencies, and stress that can affect patient care. Some roles experience overwork and a decline in quality after acquisitions.
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Poor Communication: Communication gaps between departments and feelings of being unheard create frustration, with leaders at times seen as out of touch or unrealistic. Calls for better listening, empathy, and accountability persist.
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Change Fatigue & Ineffective Decision-Making: Decisions on growth and mergers draw criticism, and post‑acquisition changes contribute to perceptions of undervaluation and corporate rigidity. Shifting policies and cost‑focused moves amplify dissatisfaction with change leadership.
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