Like any start up company there are growth pains as usual.
Metrics and reporting for the care team is still changing constantly.
There is a huge disconnect between the care team and the director of care operations.
As part of the care team it’s been a challenge standing out as an individual. There is a lot of favoritism which has brought down the team moral. The team use to be very patient and quality focused, but now it’s all about how quickly we can turn cases around so we meet our numbers.
Since performance is key to “growth” in the team, the workload needs to be evenly distributed and the metrics need to reflect that certain teams/ team members carry higher case loads than others. The care team has two sets of teams, those teams need to be graded separately.
Promotions are based on meeting the “required performance standards,” which in short means how quickly you can turn a case around so your numbers look good. There are many “short cuts” that management does not acknowledge and unfortunately the staff that follows the correct process do not get acknowledgment for their honesty. It’s starting to become to feel like a factory rather than a being an advocate and “let me hold your hand through this challenging time.”
