mental health technician

mental health therapist

clinical lead practitioner

certified peer specialist

case manager

Radias Health

I have never worked somewhere where client care felt so secondary to audit readiness and internal optics. In my experience, the organization often seemed more focused on surviving compliance reviews than on the deeper questions of client safety, welfare, correct placement, and actual mental health practice.

My direct manager was not cruel to me, but the leadership I experienced was ineffective for the role and overly defensive. Training, retention, clinical guidance, and operational clarity were weak, while discipline and termination seemed much more developed as management tools. That imbalance affected both staff and clients. 

Reasonable accommodations were also handled inconsistently. I requested a later start time and was denied, only to later see another staff member receive a later schedule. When I raised the issue again, the same accommodation suddenly became possible. That made the original denial feel less like a true operational limitation and more like manager discretion.

The larger issue is that too much depends on informal discretion rather than clear policy. Important questions around pay, scheduling, on-call expectations, and overtime were often vague. In particular, on-call procedures created grey areas where staff could be expected to carry major responsibility while being told the compensation was simply “included in the pay,” without clear written support for that claim.

One of my biggest concerns was the gap between the level of staffing the program appeared to be funded or structured for and the staffing actually present on the floor. In practice, it often felt like the site was operating with significantly reduced coverage while still expecting staff to absorb the responsibility, risk, and clinical burden of a fully staffed program.

The organization’s approach to overtime also felt reductive and adversarial, especially for lead staff. When extra hours were needed, it was often treated as a personal budgeting or discipline issue rather than a signal that the program was under-supported or poorly designed. My ability to receive overtime was effectively removed, even though the operational demands and staffing gaps did not disappear. Instead of looking at the bigger picture, leadership often questioned staff as if they were the problem.

That pattern reflected the broader issue: the system seemed built around cost control, audit compliance, and managerial discretion more than client welfare, staff retention, or realistic mental health operations.

Overall, I would not recommend this workplace to people looking for strong clinical leadership, transparent policy, or a client-centered mental health environment. It may function for people comfortable with custodial care, high ambiguity, and manager-dependent expectations, but that was not what I understood the work to be.


Avoid this company if you value support, organization, professional growth, or basic communication.

The company operates with little to no structure. Expectations are unclear, policies seem to change depending on who you’re talking to, and employees are often left to figure things out on their own. When guidance is needed, program managers are frequently unavailable and rarely answer calls or messages. However, if a mistake is made because staff couldn’t get support, the blame is pushed right back onto the employee.

Staffing issues are constant, and employees are expected to carry unrealistic workloads with minimal support. Being left single-staffed while managing multiple responsibilities is treated as normal. Employees are expected to handle crises, documentation, appointments, medications, cleaning, licensing requirements, and resident care simultaneously, often without adequate resources or backup.

There is virtually no opportunity for growth or advancement. Hard work is rarely recognized, and employees who consistently go above and beyond are rewarded with more responsibilities rather than increased support or compensation.

Morale is extremely low because leadership appears disconnected from what staff experience on a daily basis. Problems are repeatedly discussed but rarely addressed. Accountability seems to flow in one direction: employees are held responsible for everything, while management avoids responsibility for poor communication, lack of support, and ongoing operational issues.

The residents deserve quality care, but the company creates unnecessary barriers that make it difficult for staff to succeed. This is one of the most disorganized and unsupportive workplaces I have experienced.

The RSS program is not run properly. I do t even know how it could be fixed without lighting it on fire and starting over. The program managers (besides two) were too out of touch with the residents to be making their decisions, they are fake, two of them have anger problems, and have horrible communication - There is no direction in what you are supposed to be doing. You will hear long time employees complain about how “no one does their job” while they are just sitting in the office with the door closed talking to their family on the phone or talking other staffs ear off. If you have any empathy you will hear some program managers or staff tell you how “you just haven’t been in this long enough” and make you feel patronized. You get no recognition for the work you do. People power struggle with the residents and say how “they all manipulate staff” because the clients have “favorites” - maybe the clients have favorites because you yell at them for anything they do that you don’t like. Overall, I did like my supervisor a few staff, and my residents. I only felt motivated at the job when I could help a resident with something or educate them, other than that I felt that staff nitpicked mistakes, threw big fits, and put blame onto everyone else even if they were doing the same things. It makes you want to be a perfectionist at your job and not want to step on anyone’s toes.

I worked for this agency for 6 months in a clinical level mental health professional position. The company does very important work and serves a population that many other companies avoid, overlook, stereotype, exploit and fear. The dedicated leadership and management strived to empower the clients; this company really cared about it’s clients and staff. The communication with outside providers was excellent. All staff appeared to care about the clientele. I had two hang-ups or I would have put in another 6 months before departure  1.) I moved on because I came across the best opportunity I could not pass by, 2.) An essential staff member had, let’s say held a, “different,” disposition which was very well established and entitled. It was clear the other party didn’t seem to care at all. I would say “work bully.” I know I’m not God’s gift to all coworkers/employers either. Setting aside that individual, the staff were reciprocally respectful to one another no matter which job title a person held. The upper management was very involved, positive and approachable. A management leader even made staff meetings about 3 times a month; which was impressive since many high management/leadership position holders wouldn’t even leave the home during COVID-19 public health pandemic. There was a team work emphasis by the director. The position I took was not my greatest strength. Overall, I would recommend working for Radias.

What is the best part of working at the company?
The management is awesome. There are supervisory meetings weekly and this is one company that actually implements their mission statement, meeting clients where they are at. I loved working for this company! 

What is the most stressful part about working at the company?
Working as a Peer Support it can get stressful when working with clients who are expressing their trauma in various ways that can at times feel uncomfortable. 

What is the work environment and culture like at the company?
The work environment is comfortable to be around and there’s a great culture amongst team members and management. 

What is a typical day like for you at the company?
Typically there is a 9:00 am client visit, then back to the office for daily 10:00 am team meetings where each team members share the progress and important information with all team members. Then typically there are either trainings or it’s back out in the field to meet clients the remainder of the day. Daily progress notes need to be inputted in company software as well as daily mileage.

From entry-level, to manager status, each individual is seen as an integral part of the team and the greater mission.  Benefits are strong and pay is competitive.  A typical day on the job is enjoyable.  The culture supports development and growth, so that is always on the peripheral.  The organization is on the cutting edge of clinical work, employing several evidence based practices, including: Motivational Interviewing, Illness Management & Recovery, Cognitive-Behavioral Therapy and Dialectical Behavior Therapy.  

The organization serves a population group that often faces many psychosocial, and systemic challenges, including lack of resources, housing and healthcare.  They support individuals through those barriers, to allow individuals to live a meaningful life.  Recovery is seen as a fluid concept, defined by each individual which serves both client and clinician.

I was hired for a program that faced delays with getting off the ground. Throughout this time, I repeatedly raised concerns about job security, and each time, my direct supervisor reassured me that my role was safe. However, after two months, I was unexpectedly let go on the same day, with no prior warning. I am left blindsided and out of a job.
Communication throughout was poor. They didn’t provide clear answers, nor did they show any empathy for how this would impact me. It felt less like a professional termination and more like being discarded without acknowledgment or care.  
When I initially applied, I found the mission of the organization to be empowering, but my experience ultimately did not reflect those values.
The lack of transparency and care for employees is a serious concern. If you’re considering working here, I’d encourage you to carefully weigh your options.

I worked for Radias for over three years. At the time that I left I was burntout because I was often required to work more than the scheduled eight hours per day in order to complete administrative tasks. I was scheduled meetings every half hour at times or at least every hour, often seeing 8 to 10 clients per day. Management was very poor, micromanaged everything about my day. And when I left I was given misinformation. I was told that I would have benefits to the end of the month, I was told that I would be paid out my PTO. However my benefits ended on the last day and they quoted me a policy that I was not informed of and rescinded their promise to pay my PTO. This is the worst place to work. They didn’t value me at all.  You will be sorry if you take a job here. 

There was a certain amount of arbitrary discipline that could not be countered. The owner had little regard for staff safety working with dangerous clients and expected that taking risks with them was part of the job. The State computer system for administering treatment programs was disingenuous. The recorded treatment actions were primarily to feed the computer so the company would have a basis for billing and the State could cite statistics. What was really needed and unquantifiable was facilitating the clients through authentic personal interactions. I liked the managers and house supervisors who were knowledgeable, likeable, and flexible. Despite the downsides and stress I was glad to have worked there.

99% of other organizations pay more for the same job. Morale is extremely low, but people keep the job around because it's easy if you don't care. 

And if you do care, it's hard to work for Radias because their general attitude is that they have given up on all clients and their recovery. It is clear several residents have moved backwards in their recovery during their time in Radias' care, including losing insdependent living skills more and more each day. 

The residents are aware enough to know that staff don't care about their recovery. They seem to be surprised when anyone even listens to them, but if you do put in even a bit of effort it can lead to a LOT of growth. 

Top Job Titles	Average Salary
Mental health technician 6 salaries reported	$37,500 per year
Mental health therapist 2 salaries reported	$62,500 per year
Clinical lead practitioner 2 salaries reported	$62,500 per year
Certified peer specialist 2 salaries reported	$62,500 per year
Case manager 2 salaries reported	$48,500 per year

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