Yes! Communities Reviews

no growth limited training for staff

For years our Attitude was the driving force of the YES! Culture. It was so ingrained in me that it took me 3 years to make the decision to move on from YES!...3 years to make the decision, and 6 to 9 months to implement my departure. The mantra, YES! I can Help and YES! We are Team both inspired and drove many of us to work longer hours than we should have - especially considering that a) raises on average were non-existent for the home office team, instead we had opportunities to earn subjective bonuses. And by subjective, that is exactly what I mean - many of us never know what the basis for our bonuses were, how our rates were decided, and how we could achieve higher bonuses when given lower ones (I blame managers for this, for not being transparent with their staffs.) By the end of my tenure gone was the attitude and in its place was "you take care of yes and yes will take of you" and "if you aren't happy here, maybe you aren't a good fit" - well, the day I first heard the second statement was the day I realized YES! had grown a too big too fast for its own good. Long gone were the days of 'all hands on deck' and in its place was specialization, 'that's not your job' comments, followed by 'that's not my job' comments, to nothing getting done because no one would take ownership, meetings to decide when to have a meeting -- yada yada yada. The killer though was the loss of profit sharing for some folks, which was a nice perk, replaced with annual performance reviews with raises billed as incentive increases. My butt - they were cost of living raises 3% that was it (when you insurance goes up 7% but your raise is only 3% and you've been killing yourself, seriously?) Long hours, loss of flexibility, clock watchers, years of begging for a team only to slowly lose any autonomy, finding about decisions long after they were made only to be the one to clean it all up.