So while you may not be micromanaged, you are also not managed or guided. My director lacked the ability to lead at that level. Often not understanding that there are better more efficient ways to manage claims. If they want to remain status quo they need to only hire from within. The approval process for larger claims is horrendous, sometimes stretching for 30 days or more, and if someone in the chain was out of office it just stopped. One time the CEO was out of the office so a large approval sat there for 35 days. Making request for large payments is an email string, thats it. You are supposed to keep track of email strings for millions upon millions of dollars on a claim because senior leadership above director level wont put notes in the file. Also, if you get called or asked a question on a request you made 15 days ago you are supposed to remember at the drop of a hat what the exact request was for. There is no real standard for how larger claims should be handled--there are basic guidelines yes. But what you did and the expert you used one claim is not the same process on the next and how dare you not know. Such as, a verbal IA recommendation with a short report is good to post reserves on one claim, then a similar claim "why didn't you get a ROM" well we never asked for one before...
No room to grow. Everything is attorney run. Many people talk about the culture, but I found it extremely dry and cold, noone is approachable, you cant get people on the phone to talk to you. Even HR is unapproachable and very quick to pull the "fire" card. Also, terminations are heavy in Q4---convenient as reviews and salary increases and bonus are the first quarter of the following year.
