The Chicago site was a toxic work environment - Anonymous employee Intealth Employee Review

Pervasive culture of favoritism and unprofessionalism at the Chicago site. Management lacked the necessary skills to run and lead a team. The culture of any company starts at the top. The management at the Chicago site created a culture of negativity and fear. Management at the Chicago site was allowed to operate with little oversight regarding the treatment of employees. This includes bullying and intimidation. The management would harass workers by following them towards the bathroom. The workers were often timed by the management if a bathroom break had occurred outside of the normal break time. The management would often observe the timeclock as staff would clock in. The management would also watch the staff from the window to ensure that no staff parked in the visitor’s parking lot. The staff at the Chicago site were often praised by the client in the form of surveys. The management would constantly critique employees with little to no mention of the overwhelming praise received by the client. The leadership recruited multiple employees to spy and report back the behavior of other employees. This created an environment of mistrust between employees. The management was allowed to promote and hire whomever despite their experience and qualifications. Qualified applicants were often overlooked in favor of anyone that the management considered to be a favorite. The management often created and cultivated a toxic environment. The management would often take the word of one employee over another regarding situations that would arise. Employee reviews were not reflective of the quality of work. Many employees at the Chicago site feared retaliation by management. The leadership expressed to the employees during one of the mandatory meetings that the building had informed management that employees were not allowed to park cars in the employee parking lot overnight. The building stated to employees who inquired that this was not a policy, and that the management never informed any occupants of such a policy. The management cultivated an environment of fear, mistrust, and toxicity. Leadership was informed by multiple employees about management and the toxic culture. It appears that leadership did follow up and the behavior of management shifted temporarily, only to return. To be clear, this toxic behavior was experienced at the Chicago site, it is not meant to be representative of the environments of the other sites.