Salary, merit increases, annual performance review process
I believe the organization as a whole means well and does good work for the community and the people they serve.
However, within the corporate culture - specifically at the 8170 HQ location, things within certain departments are a mess. The department in which I worked had 6 people resign in less than 4 months as a direct result of the way the department director and manager treated people. Training was nearly non-existent and in some cases, supervisors/managers didn't even know how to do the work their team members were expected to do.
Organizational "re-structuring" occurred two times in less than 6 months between May and October of 2018. When new members were on boarded to offer fresh insights and ideas for the team, leadership shut those ideas down, ignored the suggestions and continued to do exactly what they'd been doing all along. Ultimately, both of those new team members resigned after less than 6 months because of the lack of respect they were afforded by the department leaders.
Team members regularly requested clearly defined opportunities for growth (i.e. the creation of "sr. roles" within the department) from the department director and manager over the last two years and promises were made but never kept. When I left, after nearly four years with the organization, that department still had done nothing to move those requests forward - even though leadership continued to promise they were "working on it."
Merit increases were nearly non-existent and even team members who were consistently going above and beyond never saw more than a 2.5% merit increase on an annual basis. Some team members who had received great quarterly reviews and feedback from clients even were offered 1% merit increases - with no justification of why they weren't "meeting expectations." While 2.5% was the max our department was apparently able to give for merit increases, I know other departments were able to offer up to 5% for their employees.
There was a lot of inconsistencies within the department where I worked as it related to merit pay and when questioned, leadership said it was a "company wide standard", but after talking to other people across the organization, it was easy to determine leadership was not being truthful about that.
The culture on the team in which I worked was extremely childish and unprofessional when it came to people who resigned or decided to pursue new opportunities outside the organization. In some cases, team members who announced their resignations were celebrated widely - with leadership planning their going away happy hour celebrations and announcing to the entire team how proud they were of those individuals and their contributions during their tenure with the organization. In others, once a person submitted his/her resignation, leadership ignored that person for up to two weeks (literally walking right past them without acknowledging them), pulled them out of all client meetings, refused to notify the rest of the department until that person's last day of employment and essentially black-listed them from everything and anything for the last two or three weeks of employment.
Finally, if you are client facing and manage clients in any way, know that certain leaders are happy to do whatever is necessary to retain that client - even if it comes at an immense cost to the the overall health and well-being of the HealthPartners employee/s managing that client. I can not say this is true for all departments and certainly hope this is not the case for all areas of the organization - in fact I'm sure it's not. However, it was blatantly evident within the department where I worked and it disappoints me to no end to share that.
