The company consistently expects a high level of output and performance while offering compensation that falls below industry standards. Workloads continue to increase, yet pay does not reflect the level of responsibility or demand placed on employees.
Resources are lacking, and turnover is high, with experienced employees leaving at a steady pace. This has led to a noticeable depletion in overall experience levels across teams. At the same time, there is little to no structured training or guidance in place, making it difficult for employees to succeed or grow in their roles.
Annual raises tend to average around 2%, which does not keep pace with inflation or market rates. Leadership often communicates that compensation is “industry standard,” but this does not align with what many employees experience when they leave and receive significantly higher offers elsewhere.
There is also a strong emphasis on the company’s bottom line, frequently highlighted in town halls and internal communications, with far less focus on employee satisfaction, retention, or meaningful career development. Messaging often positions the company as a top payer or leader in the industry, but in practice, compensation and recognition lag behind many competitors.
While the company promotes its technology as being best-in-class among TPAs, the systems are often slow, inefficient, and lacking ease of use. This adds to daily frustration and reduces overall productivity rather than enhancing it.
This disconnect between expectations, resources, tools, and rewards leads to frustration, burnout, and declining morale. Employees are expected to do more with less, without appropriate support or recognition.
