Pros
Regional Stability. Working with highly-skilled professionals. Above average benefits package.
Cons
Understand that every industry has its problems and obstacles. Relevant EMS-specific problems include undervaluing staff, misallocation of resources, and an improper preference for the expedient over the appropriate. Those issues are highlighted only to point out that LFN is a company that is reactive in posture. Some might prefer a proactive approach within the industry and that is not LFN. The company is a monopoly in the Pacific Northwest and behaves as such. Despite many indications that change is necessary, no movement has taken place because the company sees no need to do so while it is the local hegemon. --Company Dynamic-- LifeFlight rapidly expanded from the west coast into the central regions of Washington, Oregon, Idaho, and Montana. They have yet to grow into that space, however, and this presents two main problems: Firstly, policies and directives are all formulated for the coastal population without much thought for their secondary impact on rural communities. The Chief Pilot was originally in Boise, but resigned when the CEO required all managers to move to Aurora, OR. The “check and balance” was eliminated and negative consequences now abound. There is also no understanding of space within the company. You will frequently be told to “time out there” or “drive from base X to base Y” without headquarters understanding the distances, obstacles, mountain passes, or commute time. My personal record was a 500+ mile drive to cover another base. Secondly, the company does not understand its workforce. Most employees commute 2-3 hours to their primary base in order to staff rural positions. The company’s policy is that you “time out” wherever they send you without a thought for what resources are available at that location. The majority of my coverage area has no taxis, rental cars, or hotels. “Figuring it out when you get there” becomes hours of driving and being stuck in the middle of nowhere. You will be expected to return to duty the next day without consideration for your previous shift and distances driven. --Management-- The geographical issues could be resolved, but the company power dynamic does not allow it. Upper management is heavy-handed and completely unfamiliar with your problems; middle management is paralyzed by centralized decision-making. Everything is reactionary and no one will give you their guidance or expectations. Nothing gets done until the issue becomes a crisis and you – naturally - are left writing emails explaining “your” failures. Never addressed is management’s failure to plan. No one takes initiative to solve problems because that behavior is not rewarded. Interaction With Management Every company has machinery, buildings, customers, employees, etc. LFN prioritizes its employees dead last by a mile. During New Employee Orientation, you’re told to get on board or find a new job. “LFN isn’t everyone’s cup of tea and that’s okay.” Management isn’t kidding. Any suggestions or issues you bring to light are met with hostility and the threat of termination. Upper management is not interested in your ideas to improve the company or its operations. I have been told that I am only a “replaceable asset”. Understand that because of the company’s mismanagement of other resources, you – as the end user – will be expected to suffer the consequences of the company’s inadequacies. Maintenance, aircraft, staffing, and location issues will all present themselves, you will be leaned upon, and then be rewarded with a reminder that you’re replaceable. Management is able to sit idle because individual employees sacrifice their time and energy to extinguish a never-ending supply of smaller fires. Considering that fact, the level of disrespect shown to the employees is astonishing. --Safety-- For the majority of my time with the company, I believe the safety culture was wholeheartedly embraced. Of late, however, the company has responded to competition by asking pilots to violate sound judgment and regulation. Specifically, they require pilots to accept/decline flights without the information necessary to check the entire route for weather/NOTAMS/fuel requirements. In order to be the quickest helicopter to the helipad, the company is willing to accept a massive amount of risk. You can object, of course, but see above. The company line is “your job is to get the flight crew to the patient.” Yeah, but then what?! --Morale-- These issues have caused incredibly low morale. I have yet to work at a base anywhere in the company where employees didn’t feel like the lowest priority – and, quite frankly, after being constantly reminded by management that you’re expendable, you start to feel that way. This has caused staffing issues for pilots, mechanics, and medical personnel, alike. These issues have also stoked a burning resentment from our hospital customer base. The frustration felt by local hospitals and EMS counterparts as a result of our mismanagement is palpable. It’s mighty hard to retain high morale when you’re apologizing for your company during every interaction. Further exacerbating the issue are emails criticizing employee loyalty and effort when bases go unstaffed. The solution offered, naturally, was mandatory overtime. --CEO-- The CEO is wildly unpredictable. The company advertises a “Just Culture,” but I couldn’t tell you what that means to him. There is no constant to firing decisions, safety issues, or anything else. Everything appears to be based on whim and fancy. Employees that turned in their resignation were immediately terminated, for example. That’s just petty. The CEO put out an anonymous survey to gauge the company and followed it up with an email decrying his employees and noting that it’s “too diverse to make everyone happy.” Additionally, we, as employees, have “no idea how hard his job is.” I guess he didn’t get the answers he wanted? This is mirrored in the CEO’s Mission Statement. It mentions four competing priorities and eight “hallmarks.” This is a sign of a confused, scattered mind unable to prioritize and develop concise, meaningful policy. That carries over into daily decisions that affect you. As an employee, I have no idea where I stand at any given moment. If I leave, I won’t be asking anyone for a letter of recommendation - because the CEO has forbidden them. Seriously. --Work For LFN If… You need a job in the area, you can tolerate the low pay of the industry, and you’re willing to accept the poor treatment of employees as a tradeoff for regional stability. This job is best for the indifferent and resigned. They’re the only show in town, folks. --Do Not Work For LFN If… You want to work for a dynamic company that is proactive in approach or seek autonomy as an employee; you want a “team” or “family” atmosphere; you believe that Air Ambulance is about treating patients with the appropriate level of care and not about being the first helicopter on the rooftop.
