Unrealistic metrics, high turn over, poor management
Pros
It was remote work, that was all.
Cons
During my time with this organization, chronic understaffing was a constant issue, severely impacting both the quality of service and employee morale. Upper management, composed largely of social workers rather than licensed medical providers, repeatedly dismissed the expertise of the RN staff. Although RNs were required to maintain active licensure, leadership frequently undermined our professional judgment by insisting we were not operating under our nursing licenses — a stance that was both confusing and frustrating. Management’s primary focus seemed to be meeting unrealistic productivity metrics rather than supporting clinical staff. When legitimate concerns were raised about overwhelming caseloads and unattainable expectations, the response was often punitive: employees were written up for exhibiting a “negative attitude” rather than receiving meaningful support or solutions. Constructive feedback was not welcomed unless it aligned with the “growth mindset” narrative pushed by leadership. Turnover among case managers was extremely high, and despite clear patterns pointing to systemic internal problems, upper management placed blame squarely on the new hires, suggesting that it was their unrealistic expectations — rather than structural issues — that led to their departure. This ongoing denial of organizational faults created a toxic and unsustainable work environment. Ultimately, the lack of appropriate clinical leadership, unrealistic demands, and an unwillingness to engage in honest self-reflection made it a very difficult place for dedicated healthcare professionals to thrive.
