Lack of discernment with how they are looking to develop the organization. The rationale of Geode continuing to be a "start-up" does not match the level of investment they continue to generate. With markets expanding in both the South and Midwest through development of new practices and purchasing pre-existing ones, there's not much communication given to providers regarding their prior commitment to invest in relevant employee programming and improve retainment (there is an online CE database with reading material and media, but it is not marketed actively and does not meet the standards for CE in certain states). In public town hall discussions attempting to facilitate those conversations, upper management seems to have a challenge with being forthcoming of their goal of being financially sound (as to be expected) vs. creating timelines that are efficient with building the quality of care that they sell to new and existing employees on how they want to be provider-centric. As a result, PTO was downgraded to ETO and guaranteed salaries were cut. The middle tier of management, while skilled and eager to learn, are sometimes expected to rely on training from prior work experiences instead of developing them adequately with proper training on how they are looking to expand Geode. Again, this is likely attributed to their status as a start-up as far as longevity and not wanting too many opinions that dilute the overall hope to be a mainstay as a healthcare entity, but it comes across as duplicitous to some.
