Healthmap Solutions reviews about "pto"

Leadership from the top down needs a significant revamp. Fortunately, the departure of the infamous SVP will likely help the organization in the long run. However, many of the policies and structural decisions implemented during that time continue to negatively impact the program today. One of the most misleading initiatives was the implementation of tiering two years ago, which came with promises of reduced caseloads—20–40 for CCMs and 60 for CNs. In practice, those expectations were not met. As a TV show host would say, “that is a lie.” The company’s mission is meaningful, and I continue to believe in its purpose. Many members genuinely need kidney disease education and support. Unfortunately, the current operational model often prevents staff from delivering meaningful, high-quality care. Several roles within the program feel redundant or ineffective. Member Engagement Specialists, for example, provide limited measurable value in their current structure. Wellness Coaches often function no more than glorified engagement specialists than as clinical educators, and they rarely deliver the level of education members truly need. While these roles may have been introduced to offset nursing shortages as the client base expanded, they do not adequately replace clinical expertise. The CCM role—particularly on the mainland—has unrealistic expectations. Nurses are effectively asked to perform the responsibilities of multiple roles while managing full caseloads and provider-related tasks. In practice, it often feels like the workload of three positions combined into one, which is not sustainable. Data quality is another major challenge. Information is frequently outdated—sometimes by several months—by the time it reaches clinical staff. This leads to inaccurate tiering and member assignments. It is common to encounter incorrect provider information or misclassified members, making effective outreach and case management unnecessarily difficult. Micromanagement of calendars ultimately became a breaking point. While accountability is important, the level of control over scheduling leaves little room for natural workflow or even brief time away from the desk. At the same time, staffing shortages persist following reductions in force, even as new clients are added. Teams are often left scrambling to cover calls due to insufficient staffing. Education and training are also lacking. Important updates—such as new forms or workflow changes—are often communicated only through brief emails rather than structured training. Clinical town halls sometimes focus heavily on non-operational topics instead of providing practical guidance thus includes spending over 30 minutes with a Q&A of an ELT member. Trying to make someone human to us does not help. We are adults and know people are real and have lives outside of HMS and don’t need a whole run down. The education team has limited visibility beyond onboarding, and even new hires often leave training without a clear understanding of essential systems and processes—such as scheduling, voicemail setup, documentation expectations, or required assessments. These gaps place unnecessary strain on preceptors and team members. Technology is another significant frustration. The EMR and scheduling systems require numerous workarounds to complete basic tasks. When issues are raised, responses often feel dismissive or shift blame to the user rather than addressing underlying workflow problems. Many systems appear to have been developed without sufficient input from professionals experienced in case management. Additionally, there is a continued push for app utilization among a largely elderly population that often does not use or engage with such technology, making the effort largely ineffective. Finally, communication across departments—including clinical, quality, management, education, and IT—is inconsistent. Guidance is often interpreted differently across regions and leaders, resulting in varying expectations and workflows. This lack of alignment creates confusion and inefficiency and has been an ongoing issue for years.

Top heavy leadership is severely under qualified. Managers have no idea what CNs do day to day. Leadership makes several huge changes and poorly execute these changes. Leadership has little to no regard for the nurses that are the backbone of this company. The increased micromanagement is unsettling. Caseloads are unbalanced and unrealistic. When concerns are brought to management, it falls on deaf ears. In the beginning (2yrs ago) I loved my job and since new redesign it has been a complete disaster.

Toxic work culture, micromanaging, data and data integrity, senior leadership competency

Everyone is a manager to a senior manager. Never worked at a place with as many chiefs as this place has. Those making decisions do not do the work so changes made often times need changed again because they don't work. Multiple policy changes so its hard to keep up with whats really expected. Metrics are not realistic. Its a numbers game now. Patient care is now lost.

This healthcare organization exhibits a range of concerning issues that significantly impact its work environment and potentially its quality of care. The company structure appears top-heavy, with an excess of upper management leading to inefficiencies and communication breakdowns. A pervasive culture of micromanagement stifles the autonomy and job satisfaction of skilled professionals, particularly nurses. The lack of clear organizational direction leaves employees feeling unfocused and unmotivated. Alarmingly, nurses are often asked to perform tasks without proper policy support, creating both legal and ethical risks. The company is driven primarily by sales and financial metrics. Career growth opportunities are limited, with a noticeable lack of internal promotions. Instead, the organization consistently hires external managers who often perpetuate the micromanagement problem and may struggle to understand the company's internal dynamics. This combination of factors creates a problematic work environment. Overall, the organization appears to prioritize short-term financial gains over long-term stability and quality, which could have serious implications for employees.

Absolutely everything else Layoffs after layoffs those of us remaining are expected to do the work of our team members that they cut No budget losing clients C level execs that remain are bad people at the core Bonuses pay outs are usually around 70% if that and never on time Laid off employees have to sign that they won't leave reviews or say anything bad so many of these are not even that disgruntled group.

Data is embarrassing. Growing companies do not lay off great workers, veterans employees, and I believe in their 50’s and 60’s. Need I say more there! Dedicated employees mean nothing. Your regional mgr waits with bated breath to say something negative every week!! Regionals couldn’t do the CCM or QPA job let alone the “old” PRM job which was reclassified under another name and made sure certain people didn’t qualify for the same job they’ve done for years to apply. Sick! We miss those that are gone terribly for their seasoned skillset. The nurses can’t possibly meet all KPIs when the data is so old and we now do two jobs! Any five star reviews are from so called leaders. Haha Look elsewhere. Your time here is always on the chopping block. This place found a basement. ALL four C-Suite need to go! And these folks think they are the best thing since sliced bread. You’re annoying. Can’t wait to get my next job because EVERYONE in clinical services are looking to get out. Oh, HR is NOT there for the employees. Only the pretend leaders. TRUTH!!

Managers are unqualified, have no clue what the nurses jobs are, have never worked in case management, and burn tenured employees to save themself the embarrassment of being a poor manager. There are no policies and procedures. Managers are not on the same page ever with processes. There are also LAYERS of management that do nothing but micromanage front line employees. HR is friends with managers because they are from the same sorority so you better believe there is favoritism. They hire based on likability not personal merit. 3 lay offs in one year as well. I could go on but I digress.

Poorly functioning systems Leadership is top heavy Constant layoffs and restructuring