Puppy Mill - For People - Assistant Director EVS bei HHS: Mitarbeiterbewertung

With all due respect to this former team member, we do feel compelled to respond, because, in fact, we do take these accusations extremely seriously. HHS began as, and remains, a family-owned company. That being said, our growth and success over the past decades has resulted in a significant shift in leadership, from a predominantly family-run organization to one that boasts diverse leaders and executives from a wide range of fields and backgrounds. While we cannot speak for previous leadership and how they approached team member complaints, we can assure you that our current leadership group takes these complaints extremely seriously. We know that our success hinges on the commitment and dedication of our on-site management teams and the front-line team members they oversee, and that we cannot hope to continue to grow if we aren’t focused on making sure each individual job site has the resources and support needed to deliver exceptional hospitality and service results. In 2015, we promoted more than 60 Assistant Directors to Director positions, and historically most of our better-performing Assistant Directors move into Director positions within 12-18 months. While we acknowledge our need to continue to drive consistency and improvement, we have a solid retention rate among those Assistant Directors who move into Director positions. We are currently in the process of conducting our annual anonymous management experience survey, and we have added specific questions around compensation, overtime hours, on-site and regional support, and additional training or support needs, and we encourage all of our managers to respond honestly and objectively. We are committed to driving positive and lasting change, and to providing both our front-line team members and management staff with the resources and support they need to be both successful and satisfied with their jobs. We understand that growing pains naturally come with prolonged growth, and that we must do a better job of supporting our Directors and Assistant Directors in the field. To that end, we are implementing an expanded Assistant Director training and mentoring program to help create a clear path to advancement, and we are developing a more robust ongoing leadership training program to ensure our managers are equipped to address issues that arise on site and have the ability to call on regional and Austin Office leadership to find and implement solutions as needed. We understand that the work our managers do in the field can be extremely stressful and demanding, and we know that proper staffing and regular work hours go a long way toward promoting a much-needed work-life balance. We are committed to investing in our teams across the country to provide the best possible work environment, as well as the highest quality results for our partners and the patients we serve.