The workplace environment is deeply frustrating and, at times, concerning. Employees have witnessed patients being treated poorly, yet the response from management is often limited to a simple “talk,” even when negative reviews are left. Meanwhile, staff members can be written up for minor issues, such as taking a personal day. There is constant pressure not to call off, despite employees only receiving 40 hours of PTO per year (roughly three days), which does not roll over.
If you become ill, you are required to provide a doctor’s note. However, if you do not have a primary care provider, you are not allowed to seek care within the organization and must instead use your personal insurance—often with high deductibles and limited prescription coverage, especially for those with chronic conditions.
Medical Assistants are expected to handle nearly every aspect of clinic operations outside of provider duties. This includes front desk responsibilities such as checking patients in and out, answering phones, managing faxes and emails, completing prior authorizations, scanning large volumes of paperwork due to the lack of a paperless system, and verifying insurance with minimal training. Although back staff are supposed to assist, this support is often unavailable, and performance metrics (“scores”) are negatively impacted when calls are missed. Nearly every task is tracked and scored.
Additional responsibilities include preparing money bags during peak hours and managing patient scheduling, which can lead to frustration from providers regardless of circumstances. Staff are not permitted to turn patients away, even in clear emergency situations, which can delay appropriate care while still collecting payment.
On the clinical side, expectations are unrealistic. Medical Assistants are given only five minutes to room patients and complete vitals, often leading to pressure to manipulate timing metrics. They must accurately document extensive medication lists, particularly for elderly patients, while also completing point-of-care testing within strict time limits. Many MAs receive on-the-job training from individuals who may lack full competency, and are expected to perform procedures—such as drawing blood from infants—without formal phlebotomy training. This raises serious safety concerns.
During triage, MAs must complete testing, document results, and assist providers during exams, all while ensuring patients are seen within a 35-minute window. This expectation prioritizes speed over quality of care and places staff in an impossible position.
Team Leads face additional challenges. They are held accountable for clinic performance without being given adequate support or resources. Their duties include conducting daily chart audits, managing inventory, ordering supplies (which are sometimes reduced without their knowledge), and supervising staff. Despite these responsibilities, they risk disciplinary action if staff members respond negatively to feedback. They are also required to submit frequent updates and photos through communication platforms, where missed messages can result in further reprimands. Meetings are scheduled during peak hours or even on days off, adding to the strain.
Company-wide meetings are often held out of state, requiring travel, expensive parking, and tolls, with little value provided. Incentives, such as meals, are inconsistently distributed and often do not benefit the staff who contributed the most.
At the end of long shifts—sometimes up to 13 hours—Medical Assistants are expected to clean the entire clinic. Despite some locations having cleaning services, sanitation is inadequate. In a medical setting, this lack of thorough cleaning is unacceptable and raises concerns about patient safety. Additionally, inconsistencies in clinical practices, such as improper blood pressure measurement or swabbing techniques, further impact the quality of care.
Opportunities for raises or bonuses are limited. Significant company resources appear to be directed toward marketing efforts, particularly in Illinois, while Indiana locations are expected to manage their own marketing initiatives without compensation. Staff are encouraged to contribute ideas, but implementation often falls on them during unpaid time, with no recognition or reward.
Finally, there are concerns regarding professionalism at the highest level. The company owner has, at times, sent late-night messages to employees that blur professional boundaries, which contributes to an already uncomfortable work environment.
