In a single word: Meh
Pros
Most of the people you work with are pretty great. For what you can get doing similar work in Salt Lake City, it paid fairly well, even if you were middling at your sales. The benefits that were offered for health insurance, dental, and vision were pretty good, too. One good thing is that it's a pretty relaxed dress code, so if you're not into dressing up for work, you can get away with a few things other environments might not allow. Pretty much as long as you don't wear anything that'd cause you to get mistaken for a stripper, shorts, or something that could lead to a lawsuit/worker's comp claim, you're good. Licensing is actually pretty efficient, for the most part. They'll pay for your licenses in a good chunk of states (anywhere from 25-50). They'll handle your appointments. It takes some tedium out of the job.
Cons
When I was there, management was really keen on getting you to just sell, sell, sell, regardless of whether it was the right thing to do for the customer, particularly on the Medicare side of things. Literally put, your value as an employee is based solely on how much you sold, not the quality you're selling. You're not taught about whether or not the plan you're enrolling that customer into will coordinate benefits with their Medicaid and Medicare. It leads to a lot of wasted time with things like complaints from the customer to their state's Department of Insurance or to CMS, which wastes your time that you could have spent making better, more productive sales. To put it more bluntly, just because you can do something doesn't mean that you should do it. Lip service was paid toward Quality Assurance, which when it was finally addressed, came as a real shock to some of the agents who weren't taught any better. Granted, training does the best they can with what they have, but what you're taught in training doesn't compute to being an "ideal" employee at eHealth. Another criticism: There's a high turnover rate. Some of this is due to layoffs. In my two years there, I witnessed three groups of layoffs in my center. The first was for those who didn't sell sufficiently during AEP or do a sufficient job of transferring leads. Okay, whatever. The second was laying off a bunch of reps, including the entire outbound force who qualified some good leads for us. The third, and most troubling (in my opinion), was customer service. As in the people who processed applications and handled a lot of the questions our customers had about the status of their application. The instability extended to the commission structure, too. Some supervisors had virtually no knowledge about Medicare or the ACA while supervising their employees. The smart ones in that group would rely on their employees to be a little bit more self-reliant; obviously this nets mixed results. Others may have had the knowledge, but weren't willing to share it with people outside of their own team without attempts at playing passive-aggressive mind games. Those supervisors tended to be micromanagers, too, which made the problem of their lacking people skills worse. If you were really unfortunate, you got someone who not only knew nothing about the products you're supposed to be selling or about managing people, but were also inept at their own jobs. Who you get as a supervisor is up to chance, but you're more likely to get someone with a lot of shortcomings than a capable leader.
