Pros
- Some of the smartest and most dedicated people I've ever worked alongside work at this company. Unfortunately, they're leaving in droves. - Benefits package is decent, but declining. 401K match was suspended during COVID, vacation policy is decent if you're ever able to take your days off. -There is a bonus structure in place for most roles. However, it is impossible to hit 100% of your bonus and managers are instructed not to give too many employees the highest ratings on annual reviews (which is required to unlock the top tier of bonus). - Family culture. By that I mean if you're related to the CEO, you'll probably get a fantastic job and built-in job security
Cons
-Political, authoritarian leadership with no interest in creating a healthy environment or engaged workforce. Job security is predicated on your relationship with C-suite executives, not your ability to meet your commitments to PG or clients. CEO is often belittling to employees in the name of a "cutthroat, old school" organization, despite preaching workforce engagement to clients. -Many high-level employees do not have the skills necessary to do their jobs which leaves directors, managers, and frontline employees doing double time to fill the gaps. There is a constant stream of new C-suite executives with snazzy titles to release white papers and do speaking events, while core business functions are understaffed and churning folks at an all-time high. -For an organization that preaches and sells employee engagement, there is a serious lack of commitment to having an engaged, resilient, or empowered workforce. Late nights, weekends, and unrealistic deadlines were the norm. PTO days were not respected and managers encouraged availability even during days off and vacations. If health systems could see the inner workings of Press Ganey, I struggle to understand why they would contract the company to help them improve their workforce engagement. -Annual employee surveys are conducted, but the feedback to leaders is often to "reframe their perspectives" on the results rather than actually improve them. An example from a real conversation: "If your employees feel underpaid (and actually are underpaid due to any market research statistics), tell them that they have a good benefits package and that many people are unemployed right now due to COVID." - Acquisition growth strategy is aggressive and does not allow for proper integration and assimilation of new employees from targets. This creates a Frankenstein-like conglomerate with little continuity across departments and seemingly no ability to move quickly to solve key business problems. It also creates limited growth ability for current employees as most new VP+ leaders are brought in from target companies. Fortunately, not getting promoted gives you more separation from the toxic leadership and culture at the top of the org. - Virtually 0 cultural and racial diversity in key areas of the company - a "boys club" type of environment. The C-suite is diverse to support the "image" of DEI, but this is not the case throughout the organization.
