HealthStream reviews

- HealthStream is growing too quickly for its own good. The org structure changes once a quarter, people's desk assignments are changed constantly, sales goals and new products are launched without increasing resources to operations to ensure success. There is very little cohesion between departments. - No clear path for advancement. HealthStream seems content to bring in A-level talent, overwork them for two or three years, and replace them, rather than nurturing the employees they have and creating pathways to long term success. Ironic, for a company that sells talent management solutions. - Strong resistance to expanding resources. Profits have more than tripled in the last few years, but staff has barely increased. Everyone is scrambling to keep their head above water. - Most employees believe this job dictates their life. They're forced to work evenings, weekends, vacations, holidays, even all night, because HealthStream has fostered a workaholic environment where employees are expected to be available whenever the company demands. Nearly every one I know says they would be actively looking for a different job, if they had time, but this job dominates their time to the point that job hunting becomes impossible. - Very much an "old boys club". Gendered pay disparities are frequent. Certain ethnicities are frequently paid less, and given less opportunities for advancement as well. - CEO is recklessly loyal to long term employees, even those who no longer make any contribution to the company and hinder progress. - CEO insulates himself from company issues and has very little insight into how disjointed his company is. - Pay is not at industry standard. Most employees transition out of HealthStream to a 20% pay increase. - Benefits are a joke. - Company has a history of acquiring companies to expand its product suites, but fails to integrate those acquisitions at all. The result is four different companies with four different business operations and four different management structures, all attempting to operate as one unit. It's not sustainable.

We are growing so quickly that often support resources do not grow in lock step. Many departments are over capacity and running just to keep up. We have "so much money in the bank" yet we often feel that money isn't going toward employee benefits and market-value compensation. As well as department budgets - expectations are high to deliver groundbreaking performance yet the expectation is to do so with as little $ as possible. While that makes for some very resourceful people, it can be frustrating. For a tech company, I think we could be more innovative. It takes us years to make changes when swift action is what's needed. I think this comes from competing priorities and an unwillingness to pony up the $ it takes sometimes to get things done quickly and the RIGHT way. This high-growth also brings about acquisitions. In my experience, it has not been a smooth process integrating acquired companies. Management lets divisions spur off independently too long which creates natural barriers between employees and the ability to work efficiently.