How is management perceived at The Loomis Company?

Fully remote work , not super micromanaging

Supervisor was rude, cut pay for everyone across the board due to financial issues

Pay is competitive. Work from home policy is flexible, although they are pushing to have people come in the office beginning 1/1/24. Mostly everyone is easy to get along with and works as a team. PTO is comparable to most companies.

These cons are from my perspective as an exempt employee. There is very little management structure, and the structure that is in place does not always make sense. Some people are placed under managers just so they can say they have a manager. Communication in general is almost non-existent throughout the company. Expectations are not defined, Performance evaluations do not occur, and therefor merit increases do not occur on a regular basis. Decisions are made at the top with little input from the people doing the work.

Remote WFH Comfort of your own home

They lowered their employees pay by 10% prior to the holidays. Gave their employees only 2% back after 8 months Layed off over 40 reps Training is HORRIBLE Management is unhelpful They will move you from one department to another with little to no warning The training is a joke No management support NO ONE IS PROPERLY TRAINED

The management, supervisors and leads are all amazing. The people that work for this company are “human” they are understanding and treat you like a human not a number. They provide you with feedback both positive and negative, where other companies ive worked for only provided the negative.

There are constant changes in this kind of business so it makes training difficult because things are often being changed and updated. Some calls that are handled can be difficult due to angry providers and / or members.

Supportive and positive coworkers at the department level The majority of employees were kind, collaborative, and genuinely willing to help. Team members often stepped in to support Client Account Managers when they could. Strong peer-to-peer support culture Within the Client Account Management and related departments, colleagues were generally encouraging, responsive, and willing to share knowledge despite systemic challenges. Approachable and understanding management Direct management was polite, accommodating, and professional. It was clear they were doing their best with the resources available to them. Leadership working under difficult circumstances Management was navigating high turnover and layoffs, which were largely outside of their control. Efforts were made to remain supportive given the situation. Good intentions internally While systems and processes were unclear, most internal employees were well-intentioned and wanted clients and teammates to succeed.

Extremely disorganized onboarding and training Training was unstructured and inconsistent. There was little to no formal documentation outlining specific practices, workflows, or program-specific operations, making it very difficult to succeed early on. Lack of standard operating procedures Many core responsibilities were learned through trial and error rather than clear guidance. Processes varied depending on who you asked, which led to confusion and inefficiency. Chronic understaffing The company does not have enough employees to realistically manage the volume of clients and workload. This falls on Client Account Managers to cover gaps. Unrealistic workload expectations Employees are told not to work overtime, yet are still expected to complete an unmanageable amount of work within limited hours. If tasks are not completed, there are repercussions—despite the lack of adequate staffing or support. Role mismatch and unclear expectations Management expectations often extended beyond the scope of a Client Account Manager role, without the title, authority, or compensation to match those responsibilities. Lack of support when dealing with abusive clients Client Account Managers are subjected to rude, aggressive, and unprofessional behavior from clients and partners. There is little to no defense or backing from leadership when this occurs. High-stress environment with minimal support Instead of guidance or problem-solving, accountability often falls solely on employees, even when issues stem from systemic failures

Remote work Equipment provided 20 days PTO to start

Management is AWFUL. The Claims Manager has micromanaged employees so much that she drove away many excellent employees. Incessant badgering of employees on how much time it takes to complete certain tasks and then determining that more and more duties can be added without actually understanding the scope of employee's work. Claims manager and upper management made major errors in assumptions when doing layoffs and let go key people to save money. A new system implementation went horribly awry since due diligence was never correctly performed and the result was a backlog of thousands of claims causing clients to leave us in droves. What took 8 minutes to process now took 20 minutes and adjusters were told over and over that is was not the system, but us. Witnessed loyal, hard working employees leave due to being so disrespected by Claims Manager and not being supported by their supervisors. When it took 4 people to replace 1 person's job- was it really a cost save? When you replace seasoned adjusters with years of experience with adjusters who barely know how to process- was it worth the micromanaging and disrespect? Multiple layoffs, a 10% pay cut back in November with a promise to restore said pay in June. June rolled around and we were given back only 2% and no back payment of the 10% taken from November through May. There are no more monthly staff meetings, no real sense of unity as a company. HR has lost its credibility- they are out of touch with the times. It was insensitive to cut everyone's pay but then send out a company wide e-mail for the United Way campaign days later. The company does NOTHING to help its employees stay informed. Loomis does not want you to know hat's going on in other departments. It is the blind leading the blind with clients leaving just as fast as the employees. There is no company culture except for being delusional in thinking your employees will be okay with pay cuts, system issues and being micromanaged and treated like children.

PTO, working from home (equipment provided), some people

Management, The pay reduction, lack of communication, favoritism

Work from home that's it

Managers did not care, reviews and raises were always late, always short staffed and wanted you to take on extra work

Supportive and positive coworkers at the department level The majority of employees were kind, collaborative, and genuinely willing to help. Team members often stepped in to support Client Account Managers when they could. Strong peer-to-peer support culture Within the Client Account Management and related departments, colleagues were generally encouraging, responsive, and willing to share knowledge despite systemic challenges. Approachable and understanding management Direct management was polite, accommodating, and professional. It was clear they were doing their best with the resources available to them. Leadership working under difficult circumstances Management was navigating high turnover and layoffs, which were largely outside of their control. Efforts were made to remain supportive given the situation. Good intentions internally While systems and processes were unclear, most internal employees were well-intentioned and wanted clients and teammates to succeed.

Extremely disorganized onboarding and training Training was unstructured and inconsistent. There was little to no formal documentation outlining specific practices, workflows, or program-specific operations, making it very difficult to succeed early on. Lack of standard operating procedures Many core responsibilities were learned through trial and error rather than clear guidance. Processes varied depending on who you asked, which led to confusion and inefficiency. Chronic understaffing The company does not have enough employees to realistically manage the volume of clients and workload. This falls on Client Account Managers to cover gaps. Unrealistic workload expectations Employees are told not to work overtime, yet are still expected to complete an unmanageable amount of work within limited hours. If tasks are not completed, there are repercussions—despite the lack of adequate staffing or support. Role mismatch and unclear expectations Management expectations often extended beyond the scope of a Client Account Manager role, without the title, authority, or compensation to match those responsibilities. Lack of support when dealing with abusive clients Client Account Managers are subjected to rude, aggressive, and unprofessional behavior from clients and partners. There is little to no defense or backing from leadership when this occurs. High-stress environment with minimal support Instead of guidance or problem-solving, accountability often falls solely on employees, even when issues stem from systemic failures

Remote, Good Management Team, Nice office

To much responsibility/case load due to inadequate staffing