Leadership failure:
Leadership and management have consistently fallen short in providing clear direction and support. There's a severe lack of coordination and consistent communication from the top down. Every decision feels reactionary, and communication is incredibly inconsistent. They tend to be more interested in micromanaging the floor than offering any real guidance or vision for the company. This approach has bred an environment of frustration and bottom-of-the-barrel morale, which permeates through every level of the company.
Unprofessional behavior:
There were frequent lapses in professionalism at all levels, from inappropriate comments to a general disregard for the well-being of employees. We were expected to accept this as part of the job and smile through the treatment, but it created stress and resentment for everyone.
Disorganization & lack of transparency:
Every single thing—resource, policy, team, and guide—seemed to be thrown together last minute with little to no forethought. The company constantly changed priorities, roles, and expectations last minute, leaving us scrambling to catch up and adjust while punishing us for not following documentation we were never given or that was released just hours before. The frequent shifting and realignment were maddening and only contributed to an already toxic work environment.
Unrealistic workloads:
The company took on more than it could handle, and with the mass layoffs (maybe 3/4ths or so), we were expected to perform both leadership and CSR duties as the end of OEP ramped up hard, which led to burnout and frustration. They provided pseudo-sympathetic replies on Glassdoor regarding it being "common for the season" but instead of OEP ending it only got exponentially more busy, pushing people to quit while internal projects became so backed up that it’s unlikely issues submitted months ago are being resolved anytime soon. There was an expectation to juggle multiple responsibilities that fell outside of the defined scope of our roles. Leads were required to spend a significant portion of the day on calls, leaving little time to support their teams or manage additional tasks efficiently. It became evident that management had no regard for the impact this had on us, expecting high performance without offering relief or up-to-date resources. They pulled in people from another project who quickly became unhappy here and were clearly the low performers their previous project wanted to get rid of, with many of them avoiding calls or disregarding expectations (which, who can blame them?)
Resentment from constant restructuring:
Teams were frequently reassigned with little notice, and schedules were often provided at the last minute, which disrupted planning and made it difficult to maintain stable, cohesive teams. The constant changes made it difficult to maintain stability or a sense of ownership. It’s unstable here, and this eroded any sense of belonging or continuity, making it impossible to have confidence in our work. Every member on new teams after the last layoff expressed grave resentment over how their new team was going.
Pay doesn’t match responsibility:
The pay did not align with the demands of the role. Despite the company’s claims, compensation was lower compared to similar roles in the industry, especially when considering the added responsibilities. The workload and stress weren’t reflected in our pay, and we felt undervalued, especially when other companies in the market offered several dollars more for similar roles in less demanding environments.
No legitimate growth or recognition:
The company’s approach to development is non-existent. After October, promotions became increasingly scarce, and recognition for hard work was minimal. It often felt like our contributions went unnoticed despite the high effort we put in. After realignments, some leads who struggled with performance and adherence to policy remained, while others who demonstrated strong performance were let go. This made it hard to stay motivated when it felt like the place was a dead-end job.
Inconsistent tools and support:
The tools given to do our jobs were unreliable, and if you didn't have access to something needed for your role it can take weeks to get access. The CAP SaaS platform they're so proud of has so many technical issues with both the consumer-facing and representative-facing views that tickets get backlogged daily. The system sometimes went down, which left us without the necessary tools to assist customers. At times, they were left frustrated due to delays, while we had no way to resolve issues promptly. If you have issues with your system, forget getting any real assistance because team leads are not trained in IT support and get support from a stretched thin IT team who send you in circles for 2 hours instead of just remoting in and fixing the problem, which they can do at any point with or without your knowledge.
Ethical concerns and lack of accountability:
Throughout OEP and beyond, we frequently received calls from consumers who reported that licensed agents were claiming their accounts without authorization, using the consumer's personal information. This behavior is outright insurance fraud. However, the company’s response was disheartening. We were told that in cases where this occurred through an EDE partner's platform, it was not considered unauthorized, and we were instructed that there was nothing we could do to address the situation. This dismissal of unethical practices was not only troubling, but it also left us feeling powerless and complicit in the face of potentially fraudulent actions. It took an entire month of pointing out the flaws in this and being told we were wrong until something eventually slightly changed, and we still received no acknowledgment for pointing out how wrong it was.
