Pros
-Once you start working with and/or for children and adults with disabilities, it is difficult to leave the work because of how rewarding it is. -If you have many obligations in your life, you can call out from work 1-2 times/week without penalty. -You can move up the ladder quickly if you make friends with upper management (director-level). With a GED or AA you can be a manager of a department. -There are many opportunities to volunteer your time after working your shift
Cons
This is NOT a company that puts staff (direct care/middle management) first. Competent staff that have been with the agency for 10-15 years continue to make $12-13 an hour, when starting employees make $15 with no experience (same level of education). There is a glass ceiling for staff and very little training is provided. The mentality is typically "what we can get away with" or "finding the loop holes" rather than "support team." -Promotions are possible through "reorgs," where secret planning is conducted, promotions are promised behind closed doors, and announced later. Sometimes promotions are not announced at all (people find out by the title change at the bottom of an employees e-mail signature). This has led to excessive low morale amongst staff when significantly under qualified staff are promoted (sometimes when their friends blatantly promote them). Even though management has communicated there are no more 'reorgs,' this continues to happen every summer. The company eliminates critical positions, demotes staff without a discussion - all behind closed doors! Then there is a flyer e-mailed out to reflect new and often detrimental changes. -EXTREMELY HIGH turnover across the board (from direct care to executive staff). I can think of at least 8 current employees that are looking for a new job. Many employees have reported depression and/or developed drinking problems after starting work with the company. My guess is because of feeling stuck or demoralised from upper management (HR, executive team, directors). -Marketing, the executive team, and CEO often avoid interaction with clients, typically the adults with developmental disabilities and direct care staff. These people are also highly disconnected from programming (may have never been to the programs). -Clients that are picked for public awards are usually ones that are "easy on the eyes." The agency recently started striving for "world class services," but they fail to invest money in training staff or hiring individuals with specialities in these "world class" areas.The CEO typically runs with an idea that management is expected to implement in a few short weeks. They consistently start new programs without a pilot run, thoughtful brainstorms, or asking critical staff members what is working.