YesCare reviews about "staff"

under staffed and horrible management

Working for YesCare was deeply disappointing. While the company promotes a mission and vision centered around quality care and integrity, their internal practices tell a very different story. Much of the staff has been "grandfathered in" without being vetted to align with the organization’s stated values. This has created a toxic work environment where cliques, bullying, and discord are the norm. New managers and staff are not supported when they raise concerns about retaliation, unethical behavior, or workplace hostility—especially when these issues stem from long-term employees who are protected regardless of their conduct. HR, regional management, and executive leadership consistently fail to address serious concerns, often siding with problematic employees simply because they’ve been with the company longer. Exceptional and committed employees are often pushed out to preserve the status quo. YesCare's motto may be "YesCare is the best care," but in reality, that care doesn’t extend to their own staff. If you're looking for a supportive, ethical, and professional work environment, I strongly recommend looking elsewhere. Rating: 0/10 – Do not recommend.

Management is poor and disorganized, very caddy. Upper management is nonexistent and does not care about the safety of staff or patients. At risk of losing your license.

not much room for growth

I am, however, concerned about a number of things. First, the EMR, an antiquated Eclinicalworks version 10 (currently on version 15) is truly an impediment to patient management. For instance, prior to my departure, I endeavored to renew all DC infirmary patients medications so that my successor would not have to deal with it right off the bat. Given the infirmary census of about 25 at the time, this should have taken about two hours. Instead it took two full shifts. Data is difficult to locate and many features of the program are broken. The EMR is a danger to the patients and a liability to the organization. Second, it seems that senior medical staff are opposed to patient advocacy. For example, one of our patients had a serious medical condition with only one known therapy. This treatment is recommended as first line treatment by professional organizations and the NIH. When I recommended this I was reprimanded and told that Yescare only orders treatments recommended by outside, directly consulted specialists. This is bad for the patients in light of the extremely limited specialist access and disrespectful to the practitioner attempting to deliver state of the art care to Yescare’s patients. Furthermore this is a danger to the patients and a liability to the organization, especially given the litigious nature of the environment. Thirdly, the organization seems intent on wringing every penny from the system while delivering minimal care. For example, we have a number of paraplegic patients with severe pressure injuries. I attempted to get Clinitron air-fluidized beds, considered first line therapy, only to be met with passive resistance from administrators. I was told by several coworkers that they were opposed to paying for these potentially life-saving devices.

They are an exceptionally disorganized company. Multiple times my pay was incorrect. I was to get a sign on bonus after 6 months in my role but that time passed and they claimed to have no knowledge of the agreement. Fortunately my manager fought for me to get what I was owed, though it was 6 weeks late. There's a portion of the staff who have truly terrible attitudes. Certain managers are openly disrespectful of their subordinates and senior management does nothing to rectify the situation. They claim that they cannot offer overtime to hourly employees but they have over 40 open job postings at any given time. Senior management seems to be made up of people who have been around for decades but lack both practical knowledge and common sense to prevent the company from tripping over itself. The final straw prior to my leaving was when the site supervisor at my jail attempted to micromanage my time, but she was not my direct supervisor. When I pushed back and stated that I was going to ask my supervisor what she wanted me to do, I was then brought into a meeting with one of the 5 or so VP's they have (makes a lot of sense to have that many VP's without enough staff to fill your contractual obligation to your client) and it was patently obvious that even the VP did not know who I reported to, despite the organization structure being available to anyone who had email access.

• Expectations and protocols are not always clearly communicated, leading to confusion and retroactive coaching. • Experienced clinicians may feel micromanaged and not trusted in their professional judgment. • Leadership accountability is inconsistent; misunderstandings are rarely corrected once documented. • Clinical standards appear inconsistently applied, creating uncertainty and fear of being second-guessed. • Confidential or sensitive information has been shared in ways that created division and mistrust among staff. • Oversight practices can feel performative rather than supportive.

The security staff is low.