While the workload does provide growth opportunities, it is often managed poorly. Employees are hired into a specific role but are routinely expected to absorb responsibilities that realistically span multiple positions, without corresponding adjustments in title, compensation, or support.
HR leadership frequently emphasizes that roles are compensated fairly and claims pay aligns to approximately 90% of market value. In practice, compensation appears to fall far below that benchmark. Based on market comparisons, my role is compensated closer to 60% of the going rate.
After multiple rounds of layoffs, responsibilities were rapidly redistributed without adequate planning or staffing. This has led to sustained overload across teams, including HR, IT, operations, sales, and others.
For a company operating under an ICHRA healthcare model during a politically volatile period for healthcare policy, transparency has been lacking. Employees have received little clarity on how changes to the ACA may impact their coverage or what steps the company will take to mitigate those impacts.
The company announced with enthusiasm that it would begin matching 401(k) contributions, but eligibility was limited to employees hired prior to 2024. This decision felt exclusionary and undermined trust, particularly for newer employees who are equally invested in the company’s success.
Work-life balance is extremely difficult to maintain. The sustained workload, combined with limited benefits, creates a situation where employees are pushed to burnout. When health issues inevitably arise, the benefits offered do not provide adequate peace of mind for employees or their families.
