Care Transition Specialist - Clinical Specialist Option Care Health Employee Review

1.0
2 Feb 2018
Recommend
CEO approval
Business outlook

Pros

Company as a whole is good but corporate is in Chicago so you deal more with your direct territory. Corporate tries to really invest in training of the CTS’s which is nice.

Cons

Management for Birmingham territory is absolutely terrible. I was being harassed and bullied in the Work place and I went multiple times to my boss begging for assistance and was blown off. Petty female drama and one very bad apple that has ruined the team dynamic. Toxic work environment and lots of gossip/mean girl mentality. When I was bullied into resigning, my old boss continued to text my personal phone and harass me saying she was filing a lawsuit against me because I was working for a competitor (which was not accurate information at all). An absolute joke of a manager. If you are a decent human being and have even a shred of kindness in your body, I would not recommend this job to you.

Explore other reviews about Option Care Health

5.0
16 Jun 2026
Recommend
CEO approval
Business outlook

Pros

friendly, supportive, loving, understanding and family oriented staff

Cons

low pay rate, no promotions.

2.0
31 Mar 2026
Recommend
CEO approval
Business outlook

Pros

The work is meaningful, and many frontline employees are dedicated, hardworking, and committed to patient care.

Cons

My experience with Option Care Health was defined by poor leadership, lack of accountability, and an unsustainable workload. Work volume increased significantly over a relatively short period of time, while staffing levels did not keep pace. Employees were expected to absorb the additional workload without the resources needed to do so, creating a high-pressure environment that was not sustainable. Leadership lacked visibility and engagement with frontline teams. There was little effort to understand day-to-day challenges, and communication was often inconsistent or absent. This disconnect made it difficult for employees to feel supported. As operational demands grew, responsibility was frequently shifted away from leadership and onto external factors or frontline staff. Employees were made to feel as though they were not doing enough, despite consistently working at or beyond capacity. Additionally, dismissive comments from leadership suggesting that performance issues were due to employees not wanting to work contributed to low morale and did not reflect the reality of a team that was working extremely hard under increasing pressure. Overall, the culture did not prioritize employee support or accountability, leading to burnout and frustration.

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