Wellmark reviews about "people"

Less technical, more financial analysis

I was working on a “CRM” system that, frankly, no one really uses in the modern world. It ended up being one of the worst professional experiences of my career. My manager had very little visibility into what was actually happening within the team, which made the situation even more frustrating. There was clear favoritism toward an employee who had been there for a long time and understandably had a deep knowledge of the system. Meanwhile, I was asked to take ownership of a project that was more than 10 years old and was expected to provide leadership on it. When I went to my manager for guidance, the response I received was essentially that the people who originally built the system were gone and the people who were supposed to document it were also gone—so I should just “figure it out.” Unfortunately, very little support or direction was provided. To make matters worse, the team relied heavily on contractors, which created additional challenges. There was very little continuity or institutional knowledge, and it often felt like no one truly understood how the system worked anymore. Overall, it was a very difficult experience and highlighted the problems that arise when documentation, knowledge transfer, and leadership are missing.

Poor management, rigid promotion structure

Not a market leader in some areas

The credentialing department has specifically made ridiculous production goal changes. They are not accurate or appropriate if the company doesn't want constant mistakes to be made. Many people have complained and left. They seem to be slowly targeting everyone. Some people who have worked here for decades are leaving because management clearly doesn't care anymore. Management doesn't seem to care what the employees think. I wonder if they are purposely pushing people out to go in a more automated direction. At this rate, I would not recommend working in the operations department with the current management. Very disappointed since I used to love my job and have always been great at meeting goals.

Leadership culture varies widely. There’s a lot of emphasis on presentations, optics, and endless alignment meetings that don’t always drive meaningful progress. Feedback and opportunity can depend heavily on who you report to, and diverse leaders may find it harder to be heard or fully supported. The pace is relentless, and burnout is real — long days filled with meetings leave little time for reflection, strategy, or genuine connection with teams. Speaking up or doing the right thing can sometimes come with personal risk, which makes the culture more cautious than collaborative.

Innovative tech can take time to be approved for use

• Inconsistent people management and accountability across teams. • Repeated concerns raised by multiple employees are often minimized, which prevents issues from being addressed effectively • Limited follow-through when interpersonal or performance issues are escalated, impacting psychological safety. • SAFe has rollout faced significant challenges, and it created a lot of uncertainty. Many colleagues have expressed concerns about their job security. • Good old boys club on tech side of the house • Rigid RTO mandate has replaced flexibility with monitoring. Despite clear evidence that teams were productive remotely during COVID, time in office is now tracked and reported to execs, reinforcing optics over outcomes