Metrics matter more than patients- Quantity over quality - Anonymous employee Medmo Employee Review

* Unrealistic productivity metrics that prioritize **speed over quality**. * Management focuses heavily on metrics and deficiencies rather than coaching employees to improve. Team managers themselves would benefit from stronger leadership development and support. * Feedback is often centered on what is wrong instead of what is going well. One of the biggest issues I experienced was the company's overwhelming focus on productivity metrics instead of the quality of patient interactions. Success seemed to be measured primarily by the number of calls or tasks completed rather than whether patients actually received meaningful assistance. In my opinion, this creates the wrong incentives. Anyone can complete a high number of calls, but that doesn't necessarily mean patients are receiving quality service or having their concerns fully resolved. A healthcare call center should prioritize **resolving patients' needs**, providing accurate information, and ensuring they feel heard—not simply moving on to the next call as quickly as possible. I also wish managers spent more time reviewing the quality of calls and coaching employees based on patient interactions rather than relying so heavily on numerical metrics. Constructive feedback on communication and patient care would have been far more valuable than simply tracking productivity. Focusing on quality alongside performance would benefit both employees and the patients the company serves. * Expectations can feel unrealistic and, at times, unattainable. * Employees may feel set up to fail rather than set up to succeed. * Communication from leadership can be inconsistent, making expectations unclear. * High turnover is not surprising given the level of pressure and burnout. One of my biggest frustrations was the lack of knowledgeable support from direct management. When I reached out with patient-specific questions or needed guidance on complex situations, my manager frequently had to escalate those questions to Learning & Development or other leaders because they were unable to answer them directly. Over time, I found myself relying on my own experience from handling patient calls rather than seeking help because waiting for answers through multiple levels of management often wasn't practical. While I understand that managers can't know everything, I expected my direct supervisor to be a reliable resource for day to day operational questions and coaching. Instead, it often felt like I had more hands-on knowledge from taking calls than the person responsible for leading and supporting the team. Strong leadership isn't just about tracking metrics... it's about having the knowledge and confidence to guide employees, solve problems, and help them succeed when challenges arise ! **The role itself was manageable. The lack of supportive leadership is what ultimately made it unsustainable.**