UnifyCX Reviews

I can still remember joining this organization. Upon meeting the stellar female leaders of the organization, I deemed GT a great alignment of my talents as well as my desire to support DEI and woman leadership initiatives. Successful in my current role, joining GT was a privilege, however, not necessary. The leadership team offered ME an opportunity to join after a short informal meeting. After accepting, my overall goal, to be a value add to a growing organization, and most importantly join the ranks of highly talented women in their respective fields. I was hopeful and excited at the potential coaching and career development sure to come from an organization who so proudly advertised their alignment with Human rights, the African American cultural impacts in the HQ city of Louisville, and female leadership initiatives alike. A highly unorganized whirlwind start included no formal explanation of benefits, rapid deployment of highly aggressive insurance rates, no formal alignment with a direct leader or clear expectation of newly assigned role. In all transparency and with hindsight, following a highly productive leadership role, the change of pace was an immediate relief. However, I immediately expressed my concern of not adding value, or understanding the true scope or expectation of my role. Throughout the early tenure, small, insignificant and “busy work” assignments were given to quiet my grumblings, that provided no real value to company visibility or impact to overall performance. Tasked often with sourcing leadership roles, my opinions or selections were often overlooked or resourced for other assignments. Given my BPO experience, the movement of talent for business needs wasn’t a new practice, although quite frequent at GT. Responsible for overall agent retention, client comfort and production success to smaller sized accounts, I was afforded little visibility into client expectations initially. Assigned to client accounts with culturally similar backgrounds, appeared intentional and borderline offensive, but I pressed on. Despite my gut feelings I continued to support client needs with little formal support from the client teams. I often felt as though the toughest explanations were left for me to deliver with no real context or insight into program contracts and overlying rapport. Often, when I expressed root cause for underperforming KPIs, it was often met with little to no support in client accountability. During my almost 2 year tenure, I did not receive any formal performance feedback or documented corrective action for a lack thereof. I received only 1 performance review that came across as simply a payment for the lack of regular support and leadership development promised at hire. Although grateful for the role, and thankful for the yearly payment, you could imagine learning of the elimination of my role to be quite the surprise. Especially given the fact, my role did not exist before my assignment to begin with. My entire GT work experience was absent of regular communication with leadership until about 3 months prior to my separation. Internal onboarding and HR practices were not trained, just expected to be in compliance. Change management was a real sore spot for the organization at large. Changes in client goals, internal compliance training deadlines, company communication/updates, program needs, and HR or employee engagement requirements were always done with no real planning or full execution. As a leader of the virtual supported teams, I found our portion of the business, the most secluded part of the working staff, with the most need for continuous support. Although internal processes exist to identify opportunities and share best practices in areas of sourcing, recruitment, training, implementation and production; often the same results occur from lack of accountability. In recruiting, improper expectations, lack of understanding of client needs, questionable compensation, lack luster support services, feedback and accountability was a contributor and will continue to delay results for both GT and their stakeholders. Working directly with each client, however, doubted on every suggested next move internally, became more than demoralizing, it became routine. Partnered with expensive, unaffordable benefits for a leader and front-line employees, alike, lack of leadership development and feedback, no clear definition of role and responsibilities equaled a less than satisfactory professional experience for me. To boot, my separation conversation was given in surprise, after no normal daily communication day of - indicating a different outcome was sure to follow. Surprised as no indications around business need changes ever occurred, although never owed to an employee, as a leader I expected more I suppose. Not even afforded the opportunity to properly address my clients, agents, Ops Supervisors or Program leaders to ensure business continuity and professionalism. I was quite literally handing a production impacting IT issue when called out the blue. I thought this was a wild mistreat of an employee and distastefully handled. Thankful for the opportunity, lessons and best practices learned, my final day was tremendously hurtful and unprofessional. As a substantial contributor to my household, it would have been so nice to perhaps been given until the end of the pay period to close out ongoing initiatives, address team and client, yielding a full paycheck, to close out personal commitments, and will now be awaiting processing of remaining payments. Kindness and courtesy go a long way. It is more apparent than ever, people are rarely put FIRST, even if it is your mission statement. Witness to significant change and transition, I am hopeful that my tenure with GT was not in vain. Tremendous lessons learned. Wishing all the best.

Training is intense and disorganized Job title is misleading Glorified Call Center job, not backend Tech job Shift schedules are less than ideal for average person