Pacific Health Group Reviews

Management is focused far more on deliverables and metrics for grant/investment compliance than client care. Tons of busy work and unnecessary meetings that could be emails. I was told to do several unethical things by management while working there. My specific work tasks changed constantly as did platforms for documentation and communication, my proficiency was expected to be oddly scattershot and unclear and definitely not what was discussed in my interview process. I was hired as a therapist and by the time I hit 5 months at the company I had a total SIX client appointments. This put a huge gap in accumulating my clinical hours for licensure and was a bait & switch by management to coerce me into roles I never agreed to fill, including being instructed to perform in-person tasks as a remote employee.

Working at Pacific Health Group for 17 months as a Lead Care Manager was one of the most mentally and emotionally exhausting experiences of my career. During my first year, the company showed appreciation toward employees and occasionally rewarded good work. However, after that first year, the entire culture shifted. The organization became almost exclusively driven by revenue, quotas, and insurance billing rather than quality member care or employee well-being. There are constant monthly changes, new roles created without clear purpose, and little to no consistent structure. Expectations change frequently, documentation styles change, and productivity goals increase without realistic consideration of workload or time. After completing my first year, I formally requested a performance review and wage evaluation from both management and HR. I was either ignored or repeatedly told it would be “revisited,” which never happened. As a result, I never received the yearly raise that had been promised. I originally held an administrative position but ultimately demoted myself to an LCM role due to lack of role clarity and being continually pushed to perform multiple jobs without proper compensation, training, or boundaries. Lead Care Managers are expected to complete: • 15 in-person visits per week (often 1–2 hours each plus commute time) • Around 50 calls per week • Extensive documentation • Insurance-focused administrative work These expectations are not realistic or sustainable. Quality of care has become secondary to meeting numbers and processing claims. This makes it nearly impossible to provide the level of care members truly need. PHG serves members with extremely complex medical, mental health, and substance-use needs. Many require social-work-level support, yet LCMs are not trained social workers and are not compensated accordingly. Still, we are expected to function as social workers daily. Out of my own pocket, I spent over $5,000 across my time there helping members with basic needs because the system is so slow and limited. Management turnover is constant. Managers frequently come and go, and internal promotions are rare. New managers are often hired externally and presented as overly optimistic while frontline staff are already burnt out. After I began advocating for myself and speaking up about unrealistic workloads and being treated unfairly, I was placed on a performance review by my previous manager and a newly hired manager who aligned with each other. This felt retaliatory rather than supportive. Overtime is rarely approved unless it directly benefits the company. At the same time, workloads make it nearly impossible to complete documentation within scheduled hours. I regularly worked off the clock just to keep up. On my final day, I was removed from all company systems and communication platforms before my shift even ended, without notice. This prevented me from completing documentation and closing out my day properly. The company presents itself as supportive on the surface, but behind the scenes employees are treated as disposable. I would not recommend this company to anyone seeking a stable, ethical, member-centered care environment. My current employer, by comparison, is far more balanced, realistic, and focused on patient outcomes rather than just numbers. Unless major structural and cultural changes occur, I do not see PHG being sustainable long-term.