Kin Insurance reviews about "manager"

While the company presents itself as innovative and employee-focused, the internal reality does not reflect those values. Training is one of the most significant concerns. New hires are not adequately prepared for the day-to-day responsibilities of their roles, leaving employees to figure out critical processes on their own. This lack of structure creates confusion and unnecessary stress, especially in a fast-paced environment where accuracy and efficiency are essential. Leadership is another area where improvement is needed. Many sales managers appear disconnected from the daily workflows and challenges their teams face. Support is often inconsistent, and assistance tends to be provided only when it aligns with management’s immediate goals rather than the needs of the team. In some cases, managers are sent to headquarters for additional training with the stated purpose of bringing back knowledge to better support their teams. However, these opportunities do not always appear to be taken seriously. There have been instances where the focus seemed to shift away from professional development, and upon returning, managers have deferred responsibility back onto their teams with comments implying that agents are expected to “figure it out” themselves or “they just need to do their job”. This further reinforces the lack of guidance and accountability. From an operational standpoint, the systems agents rely on daily are unreliable and frequently disrupt workflow. Core tools such as PAS experience repeated outages—sometimes multiple times per week. These disruptions often coincide with minor system updates, such as changes to button colors or font adjustments, which appear to take priority over system stability. As a result, agents are left struggling to assist customers effectively while dealing with system crashes, delays, and inconsistent functionality. This not only impacts productivity but also creates a frustrating experience for both employees and customers. Advancement opportunities also raise concerns. Promotions and raises appear to be influenced more by personal loyalty than by performance or merit. A recent situation in which a small group of employees received raises—while others were not even considered—was particularly discouraging. What made this more troubling was that those selected were reportedly asked not to discuss it with their peers, which undermines transparency and trust within the organization. Additionally, there is a noticeable issue with how feedback is handled. Employees who raise concerns or bring attention to workplace issues may find themselves being singled out afterward. This can manifest as exclusion, increased scrutiny, or other forms of unprofessional behavior that can be perceived as workplace bullying. Such an environment discourages open communication and prevents meaningful improvements from being made. Overall, Kin Insurance has potential, but significant changes are needed in training, leadership accountability, system reliability, transparency, and workplace culture to create a more equitable and supportive environment for all employees.

The customers can be tough, but this is a given at every insurance company

In their quest for growth , they focused on just hiring....they hired incompetent sales managers, promoted people based on their tenure and loyalty, no matter how inapproprite these people were.... In customer service the turn over is so high, the employees do not know enough to service the customers correctly and they now moved sales reps into manager roles who do not understand customer service and its processes. In sales, reps sell crappy policies without any consequences and accountability, the managers do not coach them to do the right thing cause the managers do not care either. In underwriting, it depends who is looking at your request and what mood they are in so they might do the right thing or they might not..In product...oh boy....and in senior leadership most don't even know or care what is happening in the rest of the org. Systems are half built and do not accurately work most of the time and workday is awful and is being poorly managed by HR. It is really messy and sloppy. This company needs an overhaul from the top down.

This department is deeply dysfunctional on a management level. Leadership is ineffective and the current director appears disconnected from ongoing issues while consistently avoiding holding managers accountable. Appreciation is rare with only one manager demonstrating genuine respect for employees. Internal employees are largely treated as an afterthought unless they are clearly favored or avoid challenging leadership in any way. Favoritism is obvious and pervasive. Concerns and complaints have been raised yet no meaningful action has followed. Recent hiring practices have further reinforced this pattern. The last several hires and postings have all been external with no advancement or growth opportunities offered to internal employees. One recent hire appeared to be directly selected by a manager raising concerns about fairness for both internal staff and external applicants. There is a clear lack of professionalism and respect. Negative commentary about underwriting associates and underwriters occurs frequently despite leadership seeming unaware that these conversations and statements are visible and widely noticed. The result is a demoralizing environment where employees feel undervalued and stuck with no clear path forward. Anyone considering joining this department should seriously reconsider as upward mobility appears extremely limited.