Pros
-Good introduction to healthcare and recruitment industry with little experience required to get your foot in the door -At the time, there were several divisions within one branch- this allowed more opportunity to find positions for caregivers (staffing, travel & homecare) -Recruiters didn't have to handle the HR portion of the hiring process relating to payroll, credentialing and orientation. There was a field support team for that. -In the beginning of my time there, there was a director managing the operations of the branch- the culture while she was there was great. The different verticals of the office were all able to be managed and focus on their business lines. When she was fired, this changed.
Cons
-Field Support Team was inconsistent with hiring practices. It depended on who was working the file. This started when the previous FSM was promoted to run homecare. The new FSM was not approachable and didnt effectively manage his team. It hurt hiring process' and morale -The focus was 100 percent on hitting budget and making money for the company. Florida not hitting budget was unacceptable for any reason. If "hitting plan" required cutting OT on a vent patient, the OT was cut. If it required reducing pay rates and discharging patients- it was done. If a contract ended through no fault of the team, the spread was lost and if it wasnt made up for to hit very high growth markers- then it was a constant state of stress. -Expectations and metrics were always changing. It made it near impossible to grow as a recruiter -the training period for a recruiter is 6 long months- where you earn a very low amount of money before qualifying for commission, which is pooled and divided among recruitment pit for office. If billing wasnt done correctly by corporate or there were holds and things like that- you wouldnt see that profit in the pool for commissions. This wasnt anything the recruiters could control and our paycheck saw the consequences. -BDM's had to hit alot of meetings- making it so they were never in the office to train or give feedback. When the director was there, it wasnt a problem- she was GREAT a training when she wasnt running around like crazy putting out fires and cleaning up the office from the mess the previous leadership had left it in -The remaining members of leadership (BDMs and FSMs) couldnt get it together. It was like they were constantly all trying to lead the ship and none of them were fit for it so it was like a competition. -Under performing members of the team (client coordinators and some recruiters) gossiped and created ongoing problems- lots and lots of emotional outbursts. The process for managing people out who were problems was super long and yet members who had performed were fired without question for politics. -On call after hours -AVP has been with the company a long time and was very difficult to be around for fear of his sarcastic feedback and abrasiveness. Old AVP was a way better leader -The acquisition and communication around it was very hush hush. no security. everyone felt like their jobs were at risk.
