VP HR (May to October, 2016) - Anonymous employee Marathon Health Employee Review

While I was there, sales were flat, and had been flat for two years. The company missed its financials in 2016. Over 60% of the field health centers were in the red for over 6 months on contracted performance metrics which had incentive payouts tied to them. Sales sold anything they could to anybody they could with no real accountability, then over the wall to everybody else. Compensation was not tied to performance, and in fact, the CEO and the CFO made all the compensation decisions for the entire company. The appraisal system focused on competencies not results. So when employees asked about getting ahead, management had no coherent process, policy of philosophy. Recruiting was a chronic challenge because management had never looked at recruiting in terms of building a brand to attract people - always just staff the next project contract. In fact, I was the one who got Marathon signed up with Glassdoor as a step toward changing this. There was not, and had not been any management training - which explains much of the "cons" posted in these reviews, as well as the high turnover. In fact, the company had outgrown the capabilities of most of the VP set. Very nice people, well intentioned, but too busy to improve and often over their heads with ridiculously large spans of control. There were too many VPs, so many that the CEO couldn't have a regular staff meeting. Management was deeply divided around the innovation issue. Some were keen to try things, learn things, invite ideas. Many were opposed to innovation - and advocated doing more of the same. "We don't need no stinkin' ideas." As a result, many opportunities were missed. I do not know how much tangible progress has been made - but it's clear they were not ready to do what they actually hired me to do. If you are looking for a job there, you might consider asking about some of these things that are important to you.