Driving Extraordinary: Expanding the Collaborative through Talent Managment - Regional Director of Operations Option Care Health Employee Review

5.0
14 Mar 2024
Recommend
CEO approval
Business outlook

Pros

Option Care Health exemplifies growth. Growth not as a direct measure of company footprint, but in that of its employees. Employee commitment and development are well woven into our organizational DNA (top down - CEO to frontline staff). All employees have both a platform to showcase their talents, but more importantly, a robust development plan that best fits individual interests and skill set. The employee is centered to all that allows them to not only create the extraordinary for themselves, but to pay it forward for future employees, colleagues, and patient. Option Care Health - We are growth. We are diverse. The outcome is driven by a singular collective thought - it's people.

Cons

None. The true "contribution margin" is our staff and patient outcome. To that, we are top-notch.

Explore other reviews about Option Care Health

5.0
16 Jun 2026
Recommend
CEO approval
Business outlook

Pros

friendly, supportive, loving, understanding and family oriented staff

Cons

low pay rate, no promotions.

2.0
31 Mar 2026
Recommend
CEO approval
Business outlook

Pros

The work is meaningful, and many frontline employees are dedicated, hardworking, and committed to patient care.

Cons

My experience with Option Care Health was defined by poor leadership, lack of accountability, and an unsustainable workload. Work volume increased significantly over a relatively short period of time, while staffing levels did not keep pace. Employees were expected to absorb the additional workload without the resources needed to do so, creating a high-pressure environment that was not sustainable. Leadership lacked visibility and engagement with frontline teams. There was little effort to understand day-to-day challenges, and communication was often inconsistent or absent. This disconnect made it difficult for employees to feel supported. As operational demands grew, responsibility was frequently shifted away from leadership and onto external factors or frontline staff. Employees were made to feel as though they were not doing enough, despite consistently working at or beyond capacity. Additionally, dismissive comments from leadership suggesting that performance issues were due to employees not wanting to work contributed to low morale and did not reflect the reality of a team that was working extremely hard under increasing pressure. Overall, the culture did not prioritize employee support or accountability, leading to burnout and frustration.

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