Special Projects, $20,000 in unpaid wages, Equity gap in Fetal Tissue Procurement
Pros
I was assigned many terrific projects: Biosafety Cabinet. Rebuilding the Confined Space Awareness Training Course. Design a definitive Cryogenics Course. Teach at the Medical School. Write a White Paper on how Artificial Intelligence can unite the Physical Infrastructure with Operations. (This was passed up the chain of command.) Create a self-defense course for those being assaulted in the ER. (The feed for the violent incidents sent out via email was troubling to say the least.) Set up a rubric/system for employees to take various required courses. Study the OSHA rule book to make sure Stanford Medicine (EHS) courses meet OSHA regulations. (This involves processing a massive amount of information that is better carried out by AI - which is something I sought to lay the foundation for.) Act as a scribe touring the hospital to record deficiencies. Create a safety newsletter - which was very well-received. Expert help is available IF you can find the funding for it. 10-week hiring process was very thorough and you get the chance to meet many stakeholders. There are some brilliant people at Stanford.
Cons
I was, for some reason, the only part-time worker in our department. I was promised the job would become full-time by January 1, 2024, by both Aerotek and Stanford Medicine during the 10-week recruitment process - but that turned out to be a lie. Threatening language directed at me in meetings in front of co-workers. I was insulted several times in public in front of all the students in the Medical School. (Every single student reviewed my teaching in a positive way, in writing.) $20,000 + in unpaid wages. (Over 290 hours, trying to keep up with all the Special Projects I was assigned, as directed ...) Staff responsible for safety of ER nurses simply vanished and quit after asking me to design and teach a self-defense course. Taking your ideas and passing them up the chain of command (which is fine) like the AI White Paper and the Safety Newsletter - but not paying for them. Large turnover in personnel. I was the only employee in our department with no access to Duo while off campus, so I had to process massive amounts of emails in a very short amount of time in only three days. I taught at the Medical School even at 3 a.m. and 4 a.m. due to the three shifts - often the buildings were locked and I had no access to get in. I didn't even get access via a key card to the Newark satellite office for almost three months. Disorganized and broken. Different leaders assigned me different tasks without informing each other. Various Stanford School of Medicine doctors, lab tech and staff openly wondered to me about the equity gap in the fetal tissue that was procured - the chain of command, who ordered it, exact costs and the background of the babies the tissue came from. This sounded ghoulish and horrific ... Especially bringing a live, beating heart to campus just cut out from a baby - which is a matter of public record. This was extremely upsetting to many employees at the Stanford School of Medicine.