Shop Manager - Shop Manager Oxfam Employee Review

1.0
Feb 11, 2018
Recommend
CEO approval
Business Outlook

Pros

I met lots of amazing people while managing the shop. Great to think you are helping people. Area Manager very nice but really had no power to help.

Cons

Paid 24 hours per week but responsible for everything including targets - staffing - stock - opening hours - seven days per week. Was given a deputy manager to ‘help’ but had to ensure he didn’t exceed his twelve hours!! If volunteers or deputies don’t turn up or are unable to attend, the manager has to attend - it’s nothing for Oxfam managers to work 40 hours per week but never get paid for any of those hours. If the shop is unable to open through lack of volunteers who are prepared to take on responsibility for closing/opening safeguarding / cashing up, you are accused of not doing your job, delegation and taking on a full team of volunteers is your ‘job’ and if you’re not able to keep the shop open 6 or 7 days per week then you are constantly underperforming. Performance reviews a joke - if you struggle to open instead of helping they rate you non proficient and cut your wages - if you’re proficient- or outstanding ( exceeds expectations) you get your normal salary. They generally only keep shop managers a couple of years / it’s an impossible job, very stressful and although HR team are supportive, they are controlled by operation directors, so they are good at seeming to say the right things! Work life balance, forget it, Oxfam have!

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Pros

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Cons

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2.0
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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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