The organizational culture is heavily influenced by cliques, which creates an exclusionary and politically charged environment. Those who are not part of these groups—or who inadvertently upset the wrong person—often find themselves pushed out.
Senior leadership provides little to no meaningful support, instead issuing directives without clear guidance or realistic expectations. The workload is excessive, and the requirement to visit every property in a portfolio weekly is simply not feasible. Constructive feedback or concerns are not welcomed; instead, employees who speak up are subjected to increased scrutiny until they leave.
Human Resources operates unprofessionally, frequently providing off-the-cuff responses rather than thoroughly researching employment laws, putting the company at risk of legal exposure. Issues with onsite associates are handled punitively, with an over-reliance on write-ups rather than providing the tools, training, and support necessary for success.
Training is severely lacking. Regional Managers are expected to train new managers, despite many not having recent onsite experience or familiarity with current platforms. Additionally, Regional Managers are tasked with conducting quarterly training sessions for their portfolios—work that should fall under the training department. If someone wanted to be a trainer, they would apply for that role, not a Regional Manager position.
Overall, senior leadership does not demonstrate true leadership; they issue orders and focus on micromanagement and fault-finding, which drives turnover. This is a high-stress environment with poor leadership practices. Candidates seeking a supportive and professional workplace should strongly consider other opportunities.
