IFRC reviews

Major financial difficulties beget an environment where performance against metrics outweighs strong mission-based outcomes. Has led to a culture rich in poor leadership, ego and fear. Turnover is high and senior leaders are perceived as disconnected and transparently uncaring. Not terribly sustainable in its present condition.

- Rules change depending upon the person you speak with. - Favoritism and allocation of staff and resources is heavily swayed by personal relationships rather than need and workload. - The internal structure is unnecessarily duplicative (paper and digital copies, physical signatures, digital sign-offs with paper replicas). - Industrialism mentality to work (must be physically present and under a strict eye of a supervisor in order to complete the task) - High tendency to hire a single person when two are needed (long hiring delays and gross under resourcing of staff) - Leadership is predominantly white male with echo chambers within some of the circles - Policies are endorsed without testing (resulting in endless frustrations when accidentally caught as the first person trying to follow the rules) - Nonchalance to employee contracting. Received a contract the day my prior contract ended, as well as after my contract had started. At the National Society level, acceptance of staff members becoming "volunteers" when payments and contracts lapse.