Questions and Answers about Greater Cincinnati Behavioral Health

Here's what people have asked and answered about working for and interviewing at Greater Cincinnati Behavioral Health.

View all 7 questions about Greater Cincinnati Behavioral Health

What advice would you give the CEO of Greater Cincinnati Behavioral Health about how to improve it?

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3 answers

High turn over for a reason, no attempts by management or HR to keep people. You take 3-6 months to train someone and they leave before you even break even on your investment. Top work place for those who stay in office, not for the majority who are in the field

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Prioritize your organizations people ahead of politics or policy. Push for a client services first. The true cost of turnover hasn't ever been the leading opportunity of change. Pay key staff and "culturally" relevant staff (meaning agency work culture and good mentors) what they are worth. Not offering another 10k-20k to a great employee that is resigning is just bad business. Today's job market demands that you need to pay for talent and dedication. Agency Clients are the ones who truly suffer from turnover; and the current business landscape gives them other options for services.

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Look at why Care Manager's aren't staying and make changes to improve the longevity of the people in those positions. It is hard for clients to have changes in their treatment team all the time.

Answered - Care Manager (Former Employee) - Cincinnati, OH

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