CTS Review - Clinical Transition Specialist Option Care Health Employee Review

3.0
3 Jan 2025
Recommend
CEO approval
Business outlook

Pros

Could be a great job that is enjoyable with good pay, but the negatives can start to out way the positives unfortunately. The CTS role on the positive end, is a wonderful concept that benefits patients immensely and could be an enjoyable, great career for a nurse who wants some patient interaction mixed in a sales style role. BUT…only if the company can figure out how to not over work one person, and to hire more if an area needs it. It’s better to hire one more to better support a team than to lose the one you have and have no one and are starting all over again. There needs to be a balance in the work flow.

Cons

The company seems to always function with less staff than what is truly needed, and they will not hire more so that the work load will be equally distributed so that the company can run efficiently and effectively. Instead, they over work one person in each role and department, not just in the CTS role (although the CTS is definitely over worked) but every area in operations/sales is typically under staffed, therefore everything falls on one person usually to pick up the slack and work what should be a 2 to 3 person job.

Explore other reviews about Option Care Health

5.0
8 Jan 2026
Recommend
CEO approval
Business outlook

Pros

Come a long way and workload is great and feel like you got the tools to advance

Cons

No overtime at this moment

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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