Pros
The frontline support teams are dedicated, hardworking, and genuinely committed to supporting GP practices. Many colleagues consistently go above and beyond despite difficult working conditions, and there is a strong sense of teamwork among frontline staff.
Cons
As a former EMIS employee now working within Optum, I have been increasingly disheartened by how the organisation appears to be operating. From Director level through Heads of Operational Support to Team Leads, there seems to be a significant gap in leadership capability and accountability. The overall culture often feels unhealthy, with many staff feeling that customer needs do not always receive the priority they deserve. Frontline support teams work extremely hard to support GP practices, but their efforts are frequently hindered by outdated systems, slow innovation, and operational processes that feel inefficient. This creates frustration for staff and makes it harder to deliver the level of service that GP practices expect. Mental health and staff wellbeing are often referenced in communications, but many employees feel that meaningful support is lacking in practice. There is a perception among some staff that concerns about bullying, harassment, or inappropriate behaviour are not always addressed as thoroughly or transparently as they should be. This contributes to an environment where staff morale can suffer. Leadership visibility is limited, and many staff report feeling disconnected from senior management. Heads of Operational Support are sometimes perceived as lacking the management presence or engagement needed to support teams effectively. When concerns are raised, employees may feel dismissed or told that certain matters fall outside their remit, which discourages open dialogue and transparency. There are also concerns among staff regarding operational governance and oversight. Some employees feel that processes around change management and incident handling are inconsistent, and that lessons learned from operational failures are not always communicated clearly. This can create uncertainty and reduce confidence in internal processes. More broadly, there is a perception that financial performance is heavily prioritised, sometimes at the expense of service quality or staff wellbeing. Some staff feel uncomfortable with decisions that appear to place commercial considerations ahead of the needs of GP practices and the wider NHS. At a time when primary care services are under immense strain, it is disheartening to feel that the organisation does not always demonstrate the level of transparency, accountability, and responsibility that many staff believe is necessary when supporting NHS services. Overall, the environment has become increasingly challenging, with many staff feeling demoralised, undervalued, and unsupported. While frontline teams continue to work tirelessly to support GP practices, the culture created by leadership decisions is widely perceived as contributing to stress, frustration, and declining morale.
