Pros
Frontline employees are coachable, mostly professional. The members of leadership that are willing to work together were successful in bringing the team together. Generally good people (but the actions of one or two bad employees are enough to sour that). Casual dress code. The company as a whole has fundamental and core values; my department did not.
Cons
My experience as a supervisor with Hopelink was, in a word, shocking. I worked in the transportation department and experienced scenarios and conversations that simply do not belong in the workplace. As an outside hire that would join the leadership team, it became quickly clear to me that the executive leadership team wanted to mold their department by promoting individuals based on personal relationships and preferences as opposed to their actual qualifications and what would best support the overall business needs of the call center. My onboarding experiences was non-existent. Many of the positions in this department, including that of a Customer Service Supervisor, are overworked, underpaid, and undervalued. You are not encouraged to have a voice and you are discouraged from asking questions or advising on how to effectively improve current processes. There seemed to be a giant magnifying glass on my colleagues and I; this felt unhealthy and targeted and more like an attempt to deflect the insecurities and shortcomings of the Senior Manager onto us. Hopelink preaches "equitable" decision-making; this was not my experience. After being handpicked for a role to which they were not qualified, the Senior Manager would spend the next ten months (and my remaining ten months) creating a culture of hostility, toxicity, unprofessionalism and aggression. There is no integrity and no accountability where it matters the most. I escalated my concerns to executive leadership, as well as Human Resources, to whom I provided a detailed list of more than ten examples of inappropriate behavior in the workplace, but nothing was done to improve the working situation that had been created for my colleagues and I. Some members of the leadership team as a whole were dysfunctional. I was personally threatened with violence by a department trainer, who would also threaten violence towards their own manager; this individual, who maintains a close and personal relationship with the Senior Manager, has since been promoted to replace the role I left vacant. At this juncture, I had completely lost faith in the executive leadership of my department, as well as the lack of responsiveness and support from the Human Resources team. It became clear that the only way the department would change for the better, would be to remove myself from that environment completely. I wasn't the first to do this, and I certainly will not be the last.