Shop Manager - Yorkshire - Shop Manager Oxfam Employee Review

2.0
Apr 21, 2017
Recommend
CEO approval
Business Outlook

Pros

Get to work with some of the most amazing people I've ever met - below middle management level. Other shop managers pull together to form a great area team and the volunteers are, generally, some of the nicest people I have ever worked with.

Cons

Worked as shop manager for 7 years. Began with a huge amount of respect for Oxfam and the work they do and determined to do what I could to raise money. BUT... A 'part-time' job with fairly low pay which, in reality, becomes more-or-less full-time with a huge amount of responsibility and pressure which goes unrecognised by line management. Entirely results oriented - shop must open 7 days a week and if there are insufficient volunteers, the manager is expected to fill in - often at very short notice and for no extra pay. Goodbye to family or social plans! Manager is responsible for recruitment, training, H&S, stock sourcing, financial paperwork, shop security, out of shop fundraising events, drawing up business plan, achieving financial targets, being open 7 days, being 'entrepreneurial' .... The list goes on and it's too much for 24 paid hours per week. There was no support from line management, only regular criticism (to all shop managers, not just me). I finally left after becoming ill through the bullying behaviour of line manager. Pursued grievance process, during which manager's behaviours were confirmed - but nothing was actually achieved. Dedicated and hardworking shop managers are patronised by middle management and treated like children. HR decisions were constantly overruled by area and regional management - which renders them powerless.

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Pros

Great people and culture in the space.

Cons

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2.0
Jan 24, 2026
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Pros

working with people who really care about the work and the mission; mostly remote work

Cons

Oxfam America's senior leadership team has presided over three consecutive years of layoffs with little evidence of accountability or learning at the executive level. Despite repeated rhetoric about fairness and equity, leadership decisions consistently undermine those stated values. New initiatives are rolled out frequently, only to be quietly dropped, creating instability, confusion, and deep skepticism among staff. Directors are routinely excluded from key strategic discussions, yet are expected to deliver decisions to their teams with no meaningful context, rationale, or ability to answer questions. The CEO appears insulated from the day to day realities of the organization, reinforcing a growing disconnect between leadership and staff. As a result, employees are chronically overworked, morale continues to erode, and trust in senior leadership has been significantly damaged by unmet commitments and constantly shifting priorities.

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