Pros
Whilst the company does give 15% discount on purchases, which is on par with other retailers, there is little else in the way of benefits. It's worth noting a customer can get 10% off every £25 anyway even without a voucher. Just by claiming they've forgotten it. There was talk of a bonus scheme based on three elements but this seemed highly unachievable and I was unable to get a clear picture of the elements and how to achieve (one being absence, which you are not allowed to manage).
Cons
Long hours (Store Manager - 45, Assistant Manager - 43, Supervisor 39) Very early starts and late finishes (4.30/5am until 10.30pm, which you may even have to work if a member of management calls in sick so cannot relieve you from your shift) All members of management do the same job for vastly different amounts of pay. There is no differential in responsibility just the title. OK, I get that! Surely that's because they're just not quite ready to run their own store yet but they're getting an opportunity to grow? That would be wrong. Manager, assistant manager and supervisors are held accountable for the same responsibilities (as listed on an A4 sheet titled Responsibilities for Managers, Assistant Managers and Supervisors). Store Managers are not expected to do any line management. If you have previous management experience, then you need to forget it! If you have any HR issues? Record it on 'Focus On...You!', the company's digital personnel record (this is the most advanced function of the store's computer system). You then need to flag any recurring issues to your Area Manager. He or she is unlikely to do much. I don't believe this is because of idleness but because they have so many issues to attend to. There is no absence management, return to works, performance plans, succession planning and you will not be involved in recruitment for your store. Stock replenishment is archaic. If your sales are £15,000, you *must* place an order to the warehouse for £15,000 based on average case values (£9 for dry goods, £12 for chilled, £15 for frozen). It doesn't matter if the store is already well stocked, you must find stuff to order. This is why you have tins stacked four or five high and frozen products above the load line (food is unsafe past this point as it cannot be guaranteed). You must not forget that having placed that sizeable order, it must now be put out on to the shop floor the following day. So you start your day at 5am and the driver brings you 15-20 pallets of stock. Between the two or three of you this should be away by the time the store opens and by no later than lunch. Good luck with that. Farmfoods believe that by running a store tight it can provide amazing prices. This is only true to a point. If you have an engaged workforce who are well managed you will have a better output from them and less absence. Managers don't need to be trained as managing is about having good conversations and they will learn by doing. Of course they will run things by HR/line manager until more experienced.