Take care of yourself, do not work hereThe good thingsThis organisation positions itself as an advocate for the “little guy,” a value strongly promoted during onboarding, however this principle appears to apply primarily to external clients rather than internal staff. Employees experiencing health challenges often receive limited support and may feel vulnerable in relation to job security.
The challengesWhen I attended a HR meeting following a period away from work, no support was offered, no meaningful questions were asked about my wellbeing, and no genuine attempt was made to understand my circumstances. There was no discussion of support options. I was terminated without warning and instructed to leave immediately. Subsequent communication to me placed strong emphasis on confidentiality, which felt discouraging of open discussion and added to the power imbalance during an already difficult process.
Performance targets are frequently unrealistic, requiring significant daily revenue generation while many employees continue to experience financial strain. Bonuses and rewards appear disproportionately allocated to management, despite much of the operational workload being carried by support staff. This imbalance contributes to consistently high staff turnover, limited role stability, and a culture where continuity, morale, and employee wellbeing appear secondary to financial outcomes.