FilterIowa City, IA
I worked at UnitedHealth Group full-time (More than a year)
1. Telecomute, although depending on the department and manager/director the telecommute aspect can be extremely difficult at times.
2. Employee stock purchase plan is great it you qualify. 15% off of market price with a look-back provision that affords the employee with the lower of two price points over a 6 month period to maximize discounted value or offset any reduction In stock value during said timeframe.
3.Most regional directors/national directors are spread so thin they can ill afford to actively manage their own schedules let alone the schedules of their subordinates, which makes for an environment where if you're intelligent and understand the work is largely superfluous and fragmented, that you may find you have a dizzying amount of free time on your hands which is a PRO.
3. Scheduled meetings are typically useless for the Transformation Consultants. Very easy to zone out while on a call or, put the call on mute and tend to more pressing business like family or side hustles.
Communicating in a telecommuting capacity can be very difficult for unseasoned professionals. Most individuals in the Transformation Consultant role and their managers/directors are RN/BSN's who are classically trained in the clinical setting. Business acumen is critically lacking.
The Transformation Consultant is the "core" of the ACO "team" yet the consultant has no touch points or control over initial contracting phase with practices. UHN or "Network" with the help of national/regional transformation consultant directors conduct 98% of contracting work prior to having an ACO practice signed. Once the practice has signed, the consultant, who has been waiting in the wings, is then tapped to serve as the primary contact for the ACO practice with very limited knowledge of the negotiations or nuances of the contract that was negotiated without even a "listen only" presence.
UHN or Network largely used RN's BSN, and MSN's (and paid them far more than attorneys)to negotiate contracts. This practice in my opinion was disorganized, unprofessional and disrespectful to the ACO's of which they were contracting.
Compensation: Given the demographics (RN, BSN, MSN, 95% female workforce) the compensation for the rural location in which we worked was "adequate" considering the state of pay for nurses generally speaking. However, for anyone with a non-nursing, business oriented background, compensation would be considered very low for a "Senior Consultant" titled role at a publicly traded company.
Base Between 80-90k bonus was between 0-5% of base dependent on 3 factors: 1. Company Performance 2. Division Performance 3. Individual performance.
Advice to Management
If they want advice they can pay for it. However, advice to folks considering working for United as a Transformation Consultant or a Clinical Practice Consultant(same role): if you're an RN, BSN and you are looking for a higher paying job than what you currently have that involves no patient care whatsoever, this job will suffice and may provide you with an opportunity to test your business chops. At a minimum it will provide you with an environment to perhaps grasp larger business concepts and make hundreds of inaccurate spread sheets and pretty graphs for practices who are already mining their own data and making their own graphs.
If you're a non-nurse and considering this job be prepared for hours of unstructured "busy work" on clumsy inaccurate interfaces. Spreadsheets on spreadsheets liken this role to a data analyst role more so than a consultant. Layers upon layers of red-tape make getting anything done in an efficient fashion improbable. You will likely have no ability to utilize your proprietary knowledge, skills, education or experience to impact the work that is demanded of this role.
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