CLA (CliftonLarsonAllen) reviews

- although the clients are usually nice, they are often smaller and require that we teach them skills that they should already know. Again, not all, but quite a few. - forced to do taxes - cliquey. I have worked at many places, and this being my first "real" job, I was completely dissatisfied with the "professionalism" (more so, lack thereof) of the firm. It baffled me how many times my "superiors" would call others on the team stupid and tear them apart while on jobs. - if you don't put in 80 hours during busy season, you were shunned by the group (this may vary depending on group). I found that even if you got all your work done in 60 and found an additional 5-10 hours of work during the week, you were shunned by the group. Even though those who were in the office for 80+ hours sometimes didn't do as much work. Yet, they were praised for the time they were in their cube. - off-season: they require you to be outsourced during the off season (some groups), which is totally fine. Traditionally, you get to pick where you go. In my case, I was not included in the meeting that discussed options because my coach determined that I would be doing something else that required lots of travel and a huge time commitment (basically busy season year round), without consulting with me. When I communicated that I didn't want to do that, I was bullied, told I wouldn't get promoted as quickly, and told that my pay would not increase as much unless I did that. After declining again, I was not given my choice for summer work and would have been stuck doing something I didn't want to do for three years.

I worked for CLA for 3½ years. I was initially excited about my role and learned a great deal during my first year. However, over time I experienced what I believe to be a toxic and unsupportive work environment. From my first year, there was high turnover, including multiple terminations. Training and managerial guidance were inconsistent. While we were told management would provide support when needed, I often found that when I asked for help, I was told to “figure it out.” In my second year, I was moved from my Billing Tech I position into a PIF role with only about a day and a half of training. I was again told support would be available, but in practice it was not. I was also required to conduct site visits, including one where I was told the location had recently been robbed. I did not feel my safety concerns were taken seriously. In my third year, performance expectations shifted dramatically, and I was told I was suddenly doing things incorrectly despite not having received clear direction or corrective feedback previously. During this time, I also faced significant health challenges, including RSV and Flu A, which required hospitalization. Although PTO was described as unlimited, I was placed on an action plan related to attendance and performance. July was particularly difficult for me due to the anniversaries of my mother’s and son’s deaths. I requested 10 days off to cope but was granted only three due to “lack of coverage.” On the anniversary of my son’s passing, I became overwhelmed at work and requested time in the wellness room to compose myself. Although I was initially told I could take the time I needed, I was later told to go home and was not permitted to return until a meeting occurred. Despite reaching out to return within two days, I received no response. After raising concerns with HR about how I was being treated, I felt increased scrutiny and was told I was “on a short leash.” Ultimately, I was terminated on January 16 for “production” reasons. I am sharing this to provide transparency for prospective employees. My experience was one of inconsistent management support, limited compassion during medical and personal hardship, and what I believe to be a retaliatory environment after raising concerns. Judy Walker, Lela Peters, Lisa Johnston, Sarah LaFlam, Jason Carroll