Proceed with Caution: Leadership Culture Drives Burnout and Turnover - Anonymous employee Pacific Health Group Employee Review

This is a leadership-driven culture issue. The “co-CEO” structure lacks alignment, consistency, and accountability. Direction and priorities shift frequently, and it is often unclear who owns decisions. Leadership often feels reactive rather than strategic. There is constant pressure and high scrutiny, with little room for mistakes. Communication is frequently critical rather than constructive, creating a punitive environment where public callouts are normalized and recognition is rare. Trust is lacking from the outset. Employees are hired for their expertise but are quickly made to feel their perspectives are not valued. Ideas are dismissed, expectations remain high, and support is limited, creating confusion and discouragement. Micromanagement is excessive. Employee activity is closely monitored, including time at a computer and even brief breaks, reinforcing a lack of trust. Training and onboarding are inconsistent and insufficient. Employees are expected to perform at a high level immediately, with little guidance. When gaps arise, they are often dismissed rather than addressed. Although feedback is said to be welcome, it is not safe to give. Questioning decisions or asking for clarity can feel risky, especially when answers are inconsistent or frequently change. Favoritism is evident. Some individuals are protected despite poor performance, while others are held to extreme standards or let go for minor issues, creating inconsistency and eroding trust. Work expectations are unsustainable. Salaried employees are expected to be constantly available, with little respect for boundaries, contributing directly to burnout. Turnover is high and appears normalized rather than treated as a serious signal of underlying issues. Patterns persist, with blame often placed on employees instead of addressing systemic causes. HR is not perceived as a neutral or employee-supportive function and largely operates in alignment with executive leadership. Concerns raised are more often justified or deflected than objectively reviewed, which discourages employees from speaking up. These challenges appear to stem from leadership at the top of the HR function, not the broader HR team. While some HR team members genuinely try to support employees, they do not appear empowered to do so. Rather than providing independent perspective or holding leadership accountable, HR leadership tends to reinforce executive viewpoints, even when consistent feedback and ongoing turnover point to leadership as the root cause. The lack of acknowledgment or course correction in response to these patterns significantly undermines trust in the function. Turnover within HR itself further reinforces this concern and should be recognized as a clear indicator of deeper leadership and cultural issues within the function. Overall, employees operate under constant pressure with minimal support, high scrutiny, and low psychological safety. It is difficult to find employees who feel genuinely supported, secure, or able to sustain long-term success in this environment. It is also likely that feedback like this will be dismissed or explained away rather than meaningfully considered, despite the consistency of these patterns.