Pros
On the local level - This Company has some great moments. We are working with fellow professionals who truly care about keeping our aging population comfortable and cared for while maintaining their dignity to age in place. In our specific offices - we may choose (at the strong discouragement from corporate) to collaborate to ensure creative solutions and outcomes for our clients. 1 year ago - before the switch to a new standard operating model - "The Key Standard" - our teams works well to communicate and deliver exceptional results. Our specific office was a company standout - we saw high volumes and were favored by our referral sources for excellent B2B sales. Locally we feel like a family.
Cons
Prior to "The Key Standard" - change was inevitable. You could show up on Monday with a new title, and new manager, and report to a new executive. Pay increases were promised - especially following glowing reviews - but rescinded when the time came to secure that raise. Director level leadership used commission/bonus plans to justify these decisions. Corporate often made decisions for leadership swaps that were more convenient than intentional. This would include who was selected for Regional Management, the hiring and creating of positions then reducing them to expand regions - all in very short periods of time. Rather than interview or selecting qualified candidates - they would add more onto leaders plates - stretching them far too thin to be effective or present. This all came to a head when the company had a massive layoff. Without intentional planning for possible outcomes - the company rapidly hired and expanded - and due to a series of admitted investment failures- had to lay off large amounts of hardworking individuals. Middle management and local leadership often had to be the bearer of bad news for our executives' poor planning. There is a theme amongst individual contributors and frontline workers that our bosses are gatekeepers. But unfortunately, they have no keys.