Proservice Hawaii reviews

This is the most disorganized and unprofessional company I have ever worked for. There is no infrastructure, SOPs, etc... no one seems to know who handles what or how to help clients, which makes your job incredibly difficult. They are also extremely understaffed, so especially when people are out sick or on PTO, there seems to be no one else who can help out clients or employees, which in turn means you deal with escalations quite a bit. They boast of a great culture, which consists of parties and lots of drinking, which for recent college graduates and single professionals might be great but for families and spouses, it is not appealing especially when you are never allowed a plus one to any company functions. My manager was extremely, unprofessional, and not a pro at their job at all. My management had no idea what their team faced on a day to day basis nor did they seem to care to understand. Concerns brought up are never really resolved and you end up feeling condemned for bringing up concerns. Communication on department teams and company wide is extremely poor and the whole company tends to be reactive as opposed to thinking proactively about upcoming issues and addressing these with a plan in place. Employee appreciation was non existent in my department and there were no incentives give to me as an employee, to show appreciation or encourage better performance. I was basically told to just shut up and do my job. The only way to get recognized is to go out and ask businesses if they would be interested in using Proservice and turn in a new business referral. However, since I never really felt appreciated as an employee, it was hard to find the desire to "sell" my company. The turnover is extremely high mostly due to poor management and overworked employees.

-The company promotes a “ProHana” (work family) culture, but this is not consistently reflected in practice—especially for fully remote employees, who often feel disconnected and not treated as part of the organization -Parental leave is structured in a way that limits accessibility: --Full pay requires longer tenure --Partial pay for shorter-tenure employees --Many return early (6–8 weeks) due to financial constraints --Full paid leave eligibility is limited to every other year -Training does not match job expectations: --Formal training is limited or inconsistently accessible --Key areas (onboarding, terminations, benefits, retirement, workers’ comp, PTO, GL setup) are not fully covered --Employees are often expected to self-learn or escalate rather than understand processes -The role requires broad cross-department knowledge to meet “first call resolution” expectations, but without sufficient training to support that expectation -No clear, stable job description — performance is based on a “scorecard” with KPIs that: --Change frequently (often quarterly) --Sometimes extend beyond core job responsibilities --Can be applied inconsistently -Work is highly dependent on multiple departments, which slows turnaround time; however, Payroll is still held accountable for outcomes -Workloads are not balanced for coverage: --Employees manage full workloads --Expected to cover for others on PTO/sick leave --Makes it difficult to fully complete responsibilities -Client management expectations lack leadership support: --Employees are expected to handle difficult client conversations --Limited active involvement from management to reinforce boundaries --Support is often informal rather than action-oriented -Gaps in HR policy knowledge within the departments can create risk for employees who rely solely on internal guidance -Leadership structure is heavily layered, with many managers promoted internally without formal training, leading to inconsistency and micromanagement