Working at EMIS Health | Glassdoor

EMIS Health Overview

Leeds, England (UK)
1001 to 5000 employees
Company - Public (EMIS)
Information Technology
$100 to $500 million (USD) per year
We're passionate about helping clinicians improve patient care. Whether in primary, community, mental health or secondary settings, our aim is to provide every healthcare professional with the patient information they need to deliver the best quality, most ... Read more

Mission: To this day, from knowledge support to interoperability, clinical research projects and free online services for patients, we put patient care at the heart of everything we do.

Our core objective is to profitably improve the health of communities by ... Read more

EMIS Health Reviews

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EMIS Health CEO Chris Spencer
Chris Spencer
26 Ratings
  • Helpful (25)

    "Growing pains, a bit naive, or something else?"

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    Former Employee - Anonymous Employee in Leeds, England (UK)
    Former Employee - Anonymous Employee in Leeds, England (UK)
    Doesn't Recommend
    Negative Outlook
    No opinion of CEO

    I worked at EMIS Health full-time


    A relatively little heard of company with a strong heritage that often give’s people their first start within IT. Pleasant offices and location (as long as you drive a car), and what seems to be a genuine belief in what they are doing to try and make people’s lives better.

    The majority of the staff who do the actual “getting their hands dirty” day-to-day work are extremely dedicated to what they do and try to create a friendly and welcoming environment.


    EMIS Health used to be a fairly small, well focused company that did one thing and did it well with a good ethos, strong direction, and a high degree of customer engagement and co-operation. It has more recently gone down the “increase our presence” route and expanded into areas outside its traditional GP focused market. Whilst this has been great for the shareholders and investors, it has not gone down well for the way the company does it’s day-to-day work and the company is now beginning to pay the price for the poor implementation of that growth.

    Its products are lacking the quality that used to be the companies trademark with a delivery practice that seems to consist of get it to market and fix it later. There is a seeming desire to make it capable of doing everything and anything and letting the overall experience of using it suffer as a result. Whereas when speaking to customers they would be happy with a few less features if the core product was solid, reliable, and could be relied on to do its job without issues, EMIS seems to be more concerned on whether it can have the latest new thing or has exactly the same features their competitors have.

    There have been a lot of changes in the development teams that produce the software which has also contributed to a lot of the current issues in the company, most noticeably through a poor adopting of Agile practices (via 2 weeks training to make everyone agile…. but only the development teams… in a couple of the office…..) and a basic misunderstanding of what it entails (project managers that don’t actually get involved with the teams doing the work they just want progress updates, architecture done on the back of a beermat and never updated, happily accepting no customer involvement in design or feedback, no R+D on the impact introducing new features or architecture, etc.)

    There used to be a running joke that EMIS never sacked anyone. Whilst this is not a bad thing and employee loyalty is something every company strives for, this has also led to issues and “career” workers within the company. . It has helped foster the impression of promotion through “if your face fits” simply because of the length of time people have worked there. Conversely it has also led to promotions because of the time spent there rather than ability. This is apparent in certain areas where the “EMIS way of doing things” cannot now be challenged or changed. It has also caused problems in that now there is a belief that 3 years spent their equals X role, 5 years equals Y role and even poorly skilled or performing staff are expecting a promotion simply for sticking with the company. This has ultimately led to something of a brain-drain where those who can do and are ambitious eventually leave - the recent restructuring being a prime example of this. Working in healthcare has a pull that online gambling never will have but everyone still has to pay the mortgage.

    Advice to Management

    Have a serious think about where you want the company to go and how to get there. There has been a massive amount of churn recently in management styles, growth through acquisitions, different offices, team structures and development processes. This has caused instability further down the line as there seems to be a constant change of faces and associated products by a mysterious executive board that no-one ever sees (and believe simply sit in London and makes business decisions based on monitoring the stock price).
    Get a grip on your software. The company seriously needs to decide if it’s going to resolve the issues it has with its products and the reputational damage that’s occurring or just carry on regardless in the hope that enough shiny new features and changes will keep the masses happy. The current crop of competition might not be up to that much, but if a serious player enters the market with a decent, reliable product that does 80% of what the customers want then EMIS could facing some tough years ahead.
    Communication in the company is frankly terrible with changes either simply not mentioned, such as people leaving and its left until people notice they are no longer around. Or it is the barest minimum with a lot of fluffy management speak about vision and having identified areas of pain and working on plans to resolve. What your staff want is concrete examples of what’s going to happen and how the changes will impact them.
    Without this, and what is happening at the moment, is an undercurrent of chaos within the company where the staff feel no real connection with the management teams or faith in their ability to know what needs doing and how to implement it. The recent re-structuring is a prime example of this, massively delayed implementation of not quite what was asked for. 90% of the communication and face-to-face conversations with staff is then pushed down to the lower management ranks to deal with while the senior management are mysteriously absent.

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EMIS Health Interviews



Getting an Interview

Getting an Interview





    Dot NET Developer Interview

    Anonymous Interview Candidate in Chennai (India)
    No Offer
    Neutral Experience
    Average Interview


    I applied through other source. The process took 1 day. I interviewed at EMIS Health (Chennai (India)) in March 2017.


    First round : Technical written exam,
    Second round : Face to Face,
    Final round: HR discussion.

    I applied for dot net developer and the process done within a week.The interviewer has asked more questions in OOPS concept. I applied for interview through the Company job Portal.

    Interview Questions

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