Kadiant reviews

It was sad to watch all the collective knowledge and efforts from the many legacy companies get wiped out with the acquisition of Kadiant by Attain in Spring of 2022. Attain's communication style throughout the transition was poor and infrequent. There was no consistent method of communication-- sometimes through Teams channels, sometimes through word of mouth from a supervisor, sometimes an email, sometimes a Town Hall meeting with no opportunity to submit live questions and comments, sometimes through an informally typed FAQ word document. Clearly written and accessible new policies are lacking. Timelines for new information and policies were provided but often missed. Policy changes were made with little or no rationale provided. Communication to client families was unpolished and received poorly by families. Communication to families about policy changes was sent to families prior to notifying local clinical leadership, which reflected poorly on clinicians and did not equip clinicians to answer client questions. Scheduling team was downsized suddenly in May which led to a poor customer service experience for families and staff, and shifted a lot of administrative duties onto the impacted clinical teams. New cancelation process released in July was so complex it required many paragraph-filled slides in a powerpoint presentation and was implemented with little notice to team members and families. New supervisor compensation structure no longer rewards previous Kadiant priorities such as clinical quality, supervision ratios, timely appointment conversion. Little emphasis on ethics and clinical quality post-Attain. Attain made changes to the recruitment and hiring process for BTs, cut corners on the new hire training and overlaps provided, and reduced the invaluable training role of Lead Behavior Technicians with an increased number of new hires reporting feeling unprepared for their first client sessions after Attain's training process overhaul. Numerous policy changes were made that had a negative impact on team member retention (elimination of cancelation pay, mileage reimbursement, and extra long commute pay, as well as decrease in administrative pay rate and limits on administrative time more than canceled out the modest increases in client pay rate). The administrative rate (which applies to daily session prep and wrap-up, support supervisor meetings, clinic-wide meetings, required trainings, drive time between sessions) was reduced to minimum wage, which in Georgia, is $7.25/hour. Company 401K match was reduced from 4% to 0.4% with an increased vesting period. Holidays were decreased from 9 per year and a floating holiday to only 6 per year. Paid vacation went from a tiered structure that rewarded longer tenure with the company to a maximum of 10 days for RBTs, 12 days for BCBAs, and 15 days for clinical directors. The popular $100/month student loan pay-down program was eliminated. Sick time was reduced from 3 days/year to whatever is required by state law (in Georgia, that's 0 days/year). Georgia had been a very profitable region of Kadiant and it felt like Attain was cutting corners with the GA team where labor law allowed in order to subsidize other regions (such as CA) that required a higher minimum wage, sick time, and reporting time pay. New supervisor incentive pay was generous, though likely not sustainable, and at times difficult to access due to organization's difficulty attracting new clients with morning availability to fully replace clients whose availability moved to afternoon-only once they begin full-day school.