My experience with the Korn Ferry RPO project supporting Yale New Haven Hospital was overwhelmingly negative. The project was plagued by poor management, a persistent culture of blame, and an environment where employees were chronically overworked and treated as if they were expendable rather than human beings.
From the beginning, the goals and expectations set for recruiters and support staff were unrealistic to the point of being impossible, making it clear that many teams were essentially set up for failure. Rather than providing guidance or support, leadership often responded to challenges with pressure, criticism, and shifting accountability. This fostered a climate where people were more concerned with avoiding blame than doing meaningful, effective work.
Many employees expressed that the work environment felt dehumanizing, with little attention paid to well-being, work-life balance, or sustainable workloads. Concerns about fairness and inconsistent treatment were common, and some people experienced or witnessed behavior that felt discriminatory or inequitable.
The management structure itself was disorganized, with unclear decision-making channels, constant changes in direction, and leaders who seemed disconnected from the daily realities of their teams. These systemic issues created frustration, burnout, and high turnover—outcomes that were entirely predictable given how the project was run.
In its current form, the Korn Ferry RPO partnership with YNHH reflects a deeply flawed system that prioritizes metrics over people, optics over solutions, and pressure over support. Unless there is a fundamental shift in leadership practices, expectations, and culture, similar outcomes will continue to repeat.
