Legit Company or Pyramid Scheme? - werkgeversreview Dental bij Young Innovations

2,0
26 jun 2020
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Work hours 9-5 Mon to Fri

Minpunten

As expressed in other reviews, there is nothing "innovative" about Young Innovations. Young is only one of many companies owned by the Jordan Company, an equity firm which goes around the country buying up already successful businesses. If you are an existing employee of one of these businesses or are someone considering working for Young, I'm hoping my experience will help you in your decision: 1)Young/Jordan will buy your smooth running, profitable company and will immediately proceed to fire half of the employees to cut expenses. In my case, this was done before they even took control of the company and knew what was required to run the business. This behavior places those few remaining employees to become so stressed out and concerned for their own jobs, that they will do anything. So Young takes those few remaining employees (most of whom are already underpaid) and then has them perform both their original jobs as well as the jobs of the fired employees. 2)After the mass firings, there is now a lack of qualified, experienced help. But have no fear, because Young will (at great expense), fly in their management teams and specialists to come to your rescue. Unfortunately, their management turnover rate is so high, that you'd be lucky to ever see the same people twice. My first thought after Young acquired the company was "too many chiefs, not enough Indians". 3)Were you a salaried employee? Well, not anymore. Young states that only "managers" are salaried now. So after building a nice career for yourself, you have now been reduced to a McDonalds/Home Depot type hourly worker who must punch a time clock (up to 6 times a day) like a 15 year old. Now that's respect! 3)It took Young less than 2 years to reverse the positive growth we had made, and instead of "innovating" new products to help expand the business (as our previous owner had done) actually went the opposite route and discontinued products in an effort to cut expenses even further. 4)Young acquired our company just before employee reviews were due. Instead of honoring our reviews, Young made us wait almost 2 ADDITIONAL years (making it almost 3 years since our last raises). So after getting what I was told by management was a good review, I received a $26/week (before taxes!) insult. 5)Young will offer health insurance, dental and vision. But here is what they don't tell you: YOU, the employee pay for it! Young makes me pay almost $5,000/year for these "benefits". How can any company who cares about their employees in even the slightest sense take almost $5,000/year from an employee who brings home $35k/year? 6)No Christmas bonus. Young eliminated that. In closing I would like to state that I worked for my company for 7 years. For 5 years, it was a dream job (even with the substandard salary). I actually looked forward to retiring there someday. After Young took over, that dream turned into a dead end nightmare.

Ontdek andere reviews over Young Innovations

5,0
13 apr 2025
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

- Great team - Learning opportunities - Great pay

Minpunten

- Remote - Reliance on good internet to communicate - Had to leave after 3 months

1,0
27 jun 2026
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Competitive salary > you'll need it to offset the psychological toll. The role will also sharpen your ability to work without direction, documentation, or support, which is a skill set you didn't know you needed.

Minpunten

I have never encountered an organization more committed to its own dysfunction. Leadership rotates with alarming frequency. Multiple CEOs, constant director-level turnover, and an organizational memory that has been systematically eliminated. Forty-plus people gone across multiple teams, often without notice, transition planning, or basic continuity. Former employees would still appear in Teams chats after termination because offboarding, like most operational processes here, exists in theory only. Performance improvement plans are used as an exit mechanism, not a development tool. I had never encountered a PIP in my career before joining this organization. Within my time here, I personally knew seven people who received one. Myself included. HR provided no meaningful support at any stage of employment. There is no training infrastructure of any kind. You are expected to produce from day one with no ramp, no documentation, and no one available who can credibly explain the role or the systems. Vendor relationships are fragmented and competitive rather than coordinated. Interdepartmental responsibilities overlap without clear ownership, which means work falls through cracks or gets duplicated, and when something fails, accountability is impossible to assign because no one defined who was responsible in the first place. Leadership uses this ambiguity to their advantage. Leadership failures are not acknowledged, addressed, or even visible. Accountability flows in one direction: downward. Those at the top operate without consequence. Budget decisions are made somewhere outside of normal organizational visibility, with no transparency into how resources are allocated or why. Marketing operates day-to-day with no strategy beyond a few weeks out. KPIs and meaningful metrics are largely absent. Digital marketing data exists but leadership simply lacks the foundation to interpret or act on it. Presentations from leadership were, in my experience, nonexistent. Systems are broken, fragmented, and undocumented. Nothing is integrated correctly. Processes are invented on the spot and later presented as established procedure. Responsibilities are distributed without introduction, context, or support. You will inherit work that no one can explain and be held accountable for outcomes that were never defined. Remote culture failed at the most basic level. One-on-ones and team meetings were routinely canceled. In a fully remote environment, that is not a minor inconvenience, it is a structural failure that signals exactly how much leadership values its people.

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