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SOUND Behavioral Health

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Supportive supervisor, but heavy case load and driving - IDD Clinician SOUND Behavioral Health Employee Review

4.0
19 May 2026
Recommend
CEO approval
Business outlook

Pros

- Great supervisor, good mileage reimbursement

Cons

- Large case load, lots of driving

Explore other reviews about SOUND Behavioral Health

5.0
10 Nov 2025
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

You work with people who are passionate about behavioral health and making a difference. Good benefits.

Cons

If you have worked in non-profit or community health before, nothing new here.

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SOUND Behavioral Health Response
3mo
Thank you for taking the time to share your experience and for being part of the SOUND team. We’re so glad to hear that our mission and the passion of our people stand out to you. Making a meaningful difference in behavioral health truly is at the heart of what we do, and it’s encouraging to know that resonates in your day-to-day experience. We’re also happy to hear you value our benefits. We appreciate your honest perspective and your contributions to the work. Thank you for being part of the SOUND community.
1.0
28 Apr 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

* Decent PTO * Many lovely coworkers * Some really great supervisors, depending on your location and team * Opportunities to learn and network, if you are independently driven and figure out how to leverage them * Ability to do meaningful, life-changing work for clients

Cons

Cons: * Raises are only a baseline of 1% per year without union intervention * Master’s-level clinicians only make $~1 more per hour than bachelor’s-level * Poor initial training of staff, especially regarding systems navigation and public benefits * Constant, drastic changes to job responsibilities (sometimes on a near weekly basis) that are poorly strategized, trained, and communicated by leadership. Staff are given conflicting information that sometimes makes it impossible to complete tasks correctly without being getting into trouble. * Assignment of random tasks unrelated to job responsibilities * Micromanagement: often in lieu of properly training staff on new job duties, and sometimes to the point of hostility. * Public belittling of staff by multiple managers, during staff meetings as well as within email communications * Implicit pressure on staff to work unpaid overtime/skip meal breaks and lie about it on timesheets, due to impossible workloads, punitive management with unrealistic expectations, and policy forbidding overtime * Staff punished with verbal coaching plans for underperforming on said days of skipped meal, bathroom, etc. breaks * Some managers discouraging staff from learning beyond the bare minimum to their job duties. A “shut up and do as you’re told” culture that sets staff up for failure at their own jobs, discourages employee growth, and lowers morale * Some managers giving staff false information about credentialing requirements for certain positions, impacting staff career decisions and causing unnecessary stress

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