Caregiver, Inc. competitors include ResCare. Caregiver, Inc. ranks 2nd in CEO Score on Comparably vs its competitors. See below how Caregiver, Inc. compares to its competitors with CEO Rankings, Product & Services, NPS, Pricing, Customer Services, Overall Culture Score, eNPS, Gender and Diversity Scores.


138 Employees at Caregiver, Inc. rate Mark Lashley a 37 out of 100, which ranks them 2nd below ResCare's CEO,Jon Rousseau. Last rating was months ago.
25 Customers rate Caregiver, Inc. Product Quality Score a 1.5/5, which ranks it 2nd against its competitors, below ResCare.
26 Customers rate Caregiver, Inc. Net Promoter Score a -96, which ranks it 2nd against its competitors, below ResCare. Net Promoter score tracks customers' overall score to this question - “On a scale from 0-10, how likely are you to recommend Caregiver, Inc. to a friend?”.
25 Customers rate Caregiver, Inc. Pricing Score a 1.5/5, which ranks it 2nd against its competitors, below ResCare.
25 Customers rate Caregiver, Inc. Customer Service a 1.5/5, which ranks it 2nd against its competitors, below ResCare.
161 Employees rate Caregiver, Inc. Overall Culture a 41/100, which ranks it 2nd against its competitors, below ResCare. Overall Culture scores are aggregated from all of the questions employees at a company answer on Comparably.
141 Employees rate Caregiver, Inc. Employee Net Promoter Score a -64, which ranks it 2nd against its competitors, below ResCare. Employee Net Promoter score tracks employees' overall score to this question - “On a scale from 0-10, how likely are you to recommend working at Caregiver, Inc. to a friend?”.
24 Employees rate Caregiver, Inc. Gender Score a 40/100, which ranks it 2nd against its competitors, below ResCare. The Gender Score tracks how positively women rate their experience at Caregiver, Inc..
9 Employees rate Caregiver, Inc. Diversity Score a 42/100, which ranks it 2nd against its competitors, below ResCare. The Diversity Score tracks how positively diverse employees rate their experience at Caregiver, Inc..
