Management, management, management....
Many of the comments about unqualified and incompetent management are unfortunately true. This is of course not applicable to all managers but is to at least 2/3 of Honor's management. Honor's logo should be next the term Peter's Principle in the dictionary. In order to be promoted, you have to drink management's Kool-Aid, regardless of your performance or how you are viewed amongst your peers. This in itself underscores many of the problems with management, as good management would be able to work with different types of people with different viewpoints, opinions, styles, and rally them behind a common goal. Our management clearly lacks the ability to do that.
In addition, it is quite jaw dropping how much of the management on the Care Team has ZERO Home Care experience outside of Honor. I think this also hurts us quite badly.
2. Churning/Burning of Carepros. Just an endless hamster wheel of hiring/firing Carepros. There is pretty much no CarePro management team. Carepros are only coached/mentored when they do something wrong and by someone who has never been a Carepro themselves.... We desperately need Carepro Managers who solely focus on this. Many of our Carepros are not used to working remotely. They are used to reporting to a brick/mortar agency, receiving a schedule, filling out a paper timesheet, etc. Working at Honor can be a big jump for them and many just sink or swim. While we do many things to support them, we equally set them up for failure just as much.
3. Job metrics are basically non-existent for most roles. HR says that they are working on this, and I truly hope they deliver. There are almost no measurable or clear expectations outlined for most roles. Many of the times in past performance reviews, performance was measured on how managers or other stakeholders felt about a certain individual and their contributions. It is honestly no surprise why Diversity, Equity and Inclusion has been such a focus as of the past 6 months and why many employees flagged it as an area Honor struggles with. Not setting clear job expectations nor having quantifiable ways to measure someone’s job performance leaves the door Wide Open for bias.
4. Tied to point 3, on several occasions I have heard from leadership that the reason why we can’t do X (like measurable job metrics) is because we are a startup. I truly hate this excuse and find it to be discouraging. It would make sense if we were a 10 person startup, but we are not. We are a 300+ person company with over half a decade under our belt. Some of the areas where we lack sophistication are truly non-excusable and again, I think ties back to a lack of unqualified management. Please quit hiding behind our startup status as a reason for why we lack sophistication (give Honor more credit).
5. Work life balance is almost non-existent. There are literally some people at Honor who willingly work 7 days a week and are basically on call with zero boundaries. This should be concerning (why is someone not capable of completing their work in a standard 40 hour week?) an is quite toxic. Quit rewarding and normalizing such blatantly problematic work behavior.
6. Communication can be very poor across teams. Again, I think this mainly ties back to poor management. Management sets the tone for everything, and I think in many ways they fail to set the tone for productive and efficient communication amongst each other, which trickles down to the rest of the org.
