7.5 tonne driver

loss prevention director

delivery driver

team leader

product specialist

John Lewis & Partners

I applied to John Lewis in October 2013, on the recommendation of a friend who had recently gained a long-term contract there. Despite applying to stock management I was offered a position in the catering department, and soon put to work on the bakery and patisserie counters, where I distributed food and drink. After the first month of weekend shifts I spent most of the second month on table-clearing duty in the main restaurant and the espresso bar.

Initially I was thrown in at the deep end; my first shift involved me preparing hot drinks, even though I hadn't been given any proper guidance on how to do so at that point. That same day I collected clean cups and saucers from the pot wash even though I hadn't yet been given appropriate footwear. I was later told that as this was a temporary position it was not cost-effective to give me such footwear, and would therefore be unable to complete future shifts in pot wash. However, I was promised a uniform consisting of a white shirt and black trousers - these never arrived, forcing me to wear my own clothes for the entire time period. Though I was given a hairnet and apron I would have appreciated all the benefits I was offered prior to accepting the job.

Even so I was grateful for the two main benefits I experienced whilst in the catering department - free lunches and good pay. The food was unwaveringly excellent, and my salary (increased by 50% on Sundays) very helpful for someone in my position. Another obvious benefit of the job was the co-workers, all of whom were extremely friendly and made me feel welcome. Many of them were eager to help me when I was struggling or offer me extra advice, and by the end of the contract I felt glad to be a part of the team.

On the other hand, I found the management setup to be at times difficult and uncommunicative. The managers mucked in with the catering staff on occasions when the restaurant became overworked (very frequently while I was there) and tried to be supportive though I lost count of the number of times I was told to 'stick at it' during less than favourable working conditions. In addition to the problems with my uniform, and a minor difficulty with my first wage packet, I noticed that the table-clearing sector was regularly understaffed, usually requiring members of other departments to come and help out. However management generally failed to rectify the problems until mid afternoon - thus I frequently felt tired and irritated at how hard I had to work. This wasn't helped by the fact that break were very irregular - during my 7-hour Sunday I had a single 30 minute break, which I spent eating lunch. I would often return home exhausted and unable to use the rest of the day effectively as I had planned.

By the end of it I had garnered a set of useful skills and experience of paid employment. Sadly my lofty impression of John Lewis was tainted by my experience. Despite this, partners elsewhere are extremely positive about their experiences - I must assume that the catering sector at the Nottingham store is a relatively weak link in an otherwise strong chain.

Therefore I would recommend that anyone applying to the catering department at Nottingham to approach the job with caution, especially during the busier periods. However if you are willing to undergo arduous shifts and repetitive work, you should be ok.

I have been working pt at John Lewis for 8 months and was very excited to get a position here, but that excitement soon faded once reality hit in.
Training was minimal- expected to hit the ground running on day 1 and point of sale training didn't address the actual issues that come up on a daily basis.
Cost cutting has seen the "subsidised" food in the partners dining room change to quick and easy re-heatable snacks, as a means of reducing the cost of employing proper cooks,  so better to bring your own.
Section managers don't actually manage anything as now having to take on additional responsibilities that were once the remit of the operational managers and staff turnover is increasing for both selling assistants and section managers.
Have witnessed extreme laziness from some partners who go out of their way to avoid having to work on the tills or cash up at the end of the night- people who have been there years claiming no experience  as never done it before!.
Equally have had some great support, especially from the younger members of staff- students working part-time who have gone out of their way to help me and show me the various processes. Oh- John Lewis refer to this as the buddy system, which is basically having someone doing the job show you what to do due to the poor level of organised training. BTW this only works if the "buddy" has the same shift patterns otherwise new partner feels abandoned.
Selling assistants expected to manage customer complaints, advise customers on products, process orders, chase up stock, organise displays, and often go out and deliver products in person- all for a few pence more than the minimum wage.
We're told to chase every customer, with no concern that not every customer wants to be chased and can have the opposite effect and actually drive people away. Let us use our skills to assess when a customer is ready to have a conversation with us.
Also we can't go out and drag customers into our section and force them to buy an item- surely its the role of the marketing dept to attract customers, but as everything is centralised there isn't much that partners can do locally to draw and incentivise customers.
We're told that we have an investment in the business as a partner but frankly is no different to any other company and as an engagement tactic is wearing thin and easy to see for what it really is- an excuse for expecting people to do more, for less. And of course the annual "bonus" is a % of annual salary so the higher ups on executive salaries get more than the staff at the coalface actually bringing in the sales, earning close to the living wage.
Management takes no account of the voice from the shop floor, and service levels are falling as a result. They are losing sight of what once made John Lewis great and its rapidly becoming just another high street department store with nothing to differentiate it.
I will always be thankful to the company for giving me a job when I needed the income, but frankly hoping to move out of retail asap as its a thankless job with no appreciation from either customers or management.

A Typical Day at Work:
A typical day at John Lewis involves a blend of customer interactions, teamwork, and task completion. As an employee, you'll likely start by setting up your workstation, organizing products, and preparing for the day's tasks. Throughout the day, you'll assist customers, answer inquiries, and ensure the store or department runs smoothly. Collaborating with colleagues to achieve goals and provide excellent service is a key aspect of the daily routine.

What You Believe You Learned:
Working at John Lewis provides valuable lessons in customer service, teamwork, and adaptability. You'll learn effective communication skills, problem-solving techniques, and how to handle various situations with professionalism. Additionally, you may gain insights into product knowledge, retail operations, and business strategies.

Management:
John Lewis typically fosters a supportive and inclusive management style. Managers are approachable, offering guidance, feedback, and opportunities for growth. They prioritize employee well-being and encourage a positive work environment. Additionally, they set clear expectations, provide training, and empower staff to excel in their roles.

Workplace Culture:
The workplace culture at John Lewis is often described as collaborative, diverse, and customer-centric. Employees are encouraged to work together as a team, supporting each other to deliver exceptional service. Respect, integrity, and fairness are fundamental values upheld by the company. Additionally, John Lewis promotes work-life balance and invests in employee development and recognition.

The Hardest Part of the Job:
One of the challenges of working at John Lewis may be managing demanding customers or handling high-pressure situations, especially during busy periods. Additionally, balancing various responsibilities and tasks within a fast-paced retail environment can be demanding. However, with proper training and support from colleagues and management, these challenges can be effectively managed.

The Most Enjoyable Part of the Job:
The most enjoyable aspect of working at John Lewis is often the opportunity to interact with customers and make a positive impact on their shopping experience. Building relationships, solving problems, and exceeding customer expectations can be rewarding. Furthermore, the supportive team dynamic and opportunities for personal and professional growth contribute to job satisfaction. Overall, contributing to a welcoming and enjoyable atmosphere while helping customers find what they need can be immensely fulfilling.

Personally, my experience here wasn’t enjoyable. I was a shop floor salesperson who often had no job to do. My initiative was pushed into the ground. 

It’s a case of being told to be individual and be yourself and put effort into your work - and only then to be trampled on by one of the many managers trying to keep their job, and furthermore to not be outdone by a new temp. 

I found that especially; almost all team members were sick of select few managers. There were 4 notorious names within the floor I was on that everyone rolled their eyes at the mention of. 

Team collaboration between team members was good. Everyone wanted to make eachother’s days easier… except for the managers that is. 

Teamwork between floors was at an all time low because communication between floor members is almost never occurring. 

I, only being a temp could immediately spot things that could be done to benefit the business; and when I mentioned it to my experienced yet equal colleagues they said to just leave it and keep my head down and it was only once I had finished that I realised why. 

The image of this business was always well dressed and smart, attentive, and caring. However the managers would regularly come into work in SHORTS. While I would continue coming into work in my suit, of which they hated. 

I actually still think there are a lot of pros to working here. The food is cheap, the team members generally work well with eachother, the lunches are generous and the pay is equally as generous. 

However in contrast, the stress I personally was put under by poor management was shocking. I was never congratulated on anything, and was only told negatives which psychologically drains any worker wishing to work effectively in order to motivate themselves. Some managers on my floor were lovely without a doubt but they were in the minority. 

So, to conclude; the error is not management but the improper foresight into the properties that make a good manager and therefore promoting the wrong people. This then acts as a poison which makes a toxic work environment in which everyone talks badly of management which encourages further toxic behaviour to eachother. 

I believe it is the manager’s responsibility to create a care, empowering work environment which does nothing but encourages enthusiasm and creativity in the workplace, so I conclude to say that I do not think that this takes place here. 

At my branch, the current management style leaves a lot to be desired - they seem to lack communication skills. Often people lose out on their holiday due to long periods of time elapsing before a manager even looks at a holiday request despite constant messaging and notes; this has happened routinely and repeatedly. 

The managers that are good are brilliant, however it's usual to find several of them hidden in the office throughout the day kicking back with their shoes off laughing and joking with one another while we struggle on the shopfloor. 

Given the current climate the business is looking to ways to become more streamlined in its spending. Sadly, they choose not to replace staff that have left but yet they see the need to offer a multi-million pound rebrand. In my branch over fifteen members of staff have left since May without new external replacements. Instead, existing staff have been moved from other areas of the shop to fill the gap, subsequently creating another gap. It's basically plugging a leak and dealing with the next one as and when it comes. The business is employing too many school leavers to fill the part time roles, which is fine but yet they aren't replaced when they inevitably move on after school. Recruitment needs to be looked at. We've had a number of meetings to tell us that the staff situation will not get better, especially over the Christmas period when we're busiest. This wouldn't be such a bitter pill to swallow if all the managers were able to offer a high-level of committment but sadly there seems to be a "them and us" culture in some levels of the management team. 

Despite this, the employees on the shopfloor are a good bunch of hardworking people who are great to work with as part of a team. They're fun to work with and they take pride in the way they work. They're an asset but as I say in my summary, morale is suffering especially since our recent pay reviews which roughly put us all on the same hourly wage  but we've become aware that there are a number of smaller stores where the staff, some of them at a lower grade, are already paid a higher hourly premium than the staff at my branch despite being a high performing branch and one of the main stores in the country.

All-in-all, it's a good company to work for but the management culture needs to change and the pressure on the staff to do roles they're not paid for needs to be eased if the wage isn't increased.

When I worked here, I was an absolute grafter, it's just my personality. 

Thing is, as I have become older and more experienced (and moved into my 'professional job' now) I realise there was zero recognition for my hard work. I also realise the pay did not reflect my hours or commitment.

Versus my colleagues (who were all lovely people), I did a lot more work yet never saw a glimpse of reward nor any progression. It's a shame because for many students having a company acknowledge good work ethic could open doors within the company in alternate roles, such as finance, IT etc. 

The job was also quite tedious. Training on products was not great, yet customer expectation was we would all be experts in the field. It's a double-edged sword as I understand if you are paying large amounts of money on a product, you want assurance it's the correct decision. We weren't trained to offer this.

Management were no shows. They would walk around the shop floor chatting away on their radio but they never lead by example. Never did I see management assisting with customers, they simply passed on customers to us as quickly as possible, and they didn't have any product knowledge either. 

A good thing about John Lewis though is the ethos toward customers. There are no hard sells, so you aren't conning customers which is good. Other places I have worked during my student years aren't so moral... 

At John Lewis, they pride themselves on their customer service, and I do agree it is good, I never was 'targeted' on how many add-ons I sold or how many insurances I sold, it was discussed but not under pressure, instead, the focus was on customer satisfaction scores. 

That's how it should be, build a rapport with your customers and they will always choose you, even if you aren't the cheapest!

The working hours were reasonable. When my uni timetables changed I was always adjusted accordingly, but I did give numerous months notice and was already working mostly on the weekends and evenings. When it came to holiday booking, that wasn't so easy as you were always at the peril of other people's holidays, I guess it's like that everywhere but when the workforce is primarily students you tend to clash more. 

In my current role, there is a rush around school holidays but we just accept work will be slower during them periods, in retail, you have to keep the staff up so it isn't a John Lewis issue, just a retail issue. 

I worked nearly four and half years with this company and although I enjoyed my job I had the impression that I was never valued. I was employed as a sales consultant estimator at the local J L store I had over thirty years in my chosen profession working and installing many varied floor coverings  in the uk and overseas in all previous vocations . My line managers never acknowledged this experience I was never offered any promotion only had one appraisal the whole time I worked there, and was only paid bonus once in that time,my criticism of working practices fell on deaf ears. I was tasked with training other partners who had no practical experience whatsoever in the flooring trade, after only one days training I was given the task of trialling  out a new computer planning system used in the field whilst visiting J L customers in their homes, when the new system didn't deliver what was promised, i was the scapegoat for its failings although I gave my manager feedback and advice of how things could be improved. I stayed on the same pay grade all the time I worked for them, never received overtime pay, and I was left feeling totally alone if things went wrong, and felt like I had committed a criminal act if I spoke out of turn. In all when I left it was very bitter, and an experience I wouldn't recommend. When I joined the J L family I was told that as a partner in a very successful growing business it would be almost like being self employed but with a lot more perks. The reality however was long hours working  late well into the evening's throughout the working week catching up on paperwork to present for the customers quotations  the following day. Managers got away with murder many were totally superficial and frequently under performed, however the sales floor staff, and general workers were over worked having poor or no backup but otherwise  they were a great bunch of people.
I found J L management lacking in human skills inept at handling staff decently I found them totally arrogant with an air of smugness,.supposing  all  members to be equal partners in the John Lewis set up but as I found some partners had more equality than others. Not a place I would work again or recommend people too, in short a very bitter experience ,i don't shop at the store or at  the local Waitrose.

Having secured a position within the Cambridge branch I felt like I had hit jackpot in the retail world and at first it really was. A great group of people to work with although I did notice an uncomfortable superiority complex with senior management. They hid away in their own little office and on the rare occasion they stepped on to the shop floor they puffed out their chests and expected everyone to flock to them. Over the first couple of years I must admit that my hard work delivered a great career taking on additional responsibilities and a bigger stakehold in the day to day operations. What I did not realise until a little while longer is that I was a member of the “ in” crowd, membership that was decided once again my senior management. After a break due to a very serious challenge I faced in life, I returned to a very different place. I was in a difficult place but eager to resume where I had left off but I was soon to discover I was no longer a member of the elite club. This was something I did not mind because I had never intended in becoming “ one of those guys” but I then got to feel like the majority of other managers at my level did. I did not mind this as I was still not firing on all cylinders but what I did mind is witnessing the “ in crowd “ and these senior managers abuse their positions, gossip in the most uncaring and unprofessional way and lead the branch with not a single clue of what a true leader should do. To put this in to context, a month after I had returned from a very difficult bereavement, I was working in the office and the senior leadership team were talking about a former colleague. They openly discussed a mental breakdown that he had and the most senior of them said aloud “ he was never the same as he was before his breakdown”. Really?! This was the same individual who portrayed themselves as an approachable, caring and supportive and yet after delivering 5 consecutive months of some of the best service scores in 2018 I was told “ don’t worry, it won’t last”. What was once an amazing brand that truly put its partners first is now run my uncaring, selfish over paid people who care not for anything but them selves. It’s worth noting that this is my experience of this branch and not necessarily of what will be some branches in the estate that are fortunate not to work in this one.  

I was hired as agency staff for the contact centre for John Lewis in Manchester for a period of 4 months.

Firstly i was disappointed that i had to pay for my own CRB check to work with the company, which was only refundable if you completed the contract. Secondly i was then made to take unpaid leave , after my training period until my CRB cleared.

The company were very freindly but directionless with agency staff. I could not join the team i was assigned to, as the manager was on holiday and there seemd to be no back up plan inplace. I felt welcome, but dumped with various teams to listen in on calls for 7 days. I did not recieve feedback or updates.

My team( when i was eventually allowed to join them) was small and freindly and i was made to feel very welcome by them. However the team manager took the rules for adherance too the extreme, making staff feel distressed and paranoid about making mistakes. I was happy with the role, but the constant threat of dismissal for breaking rules made the experience unpleasant.

Myself and a colleague were not offered permanent roles in the team. We were made to feel ostracised from that point and no longer team members, even though the end of the contract was 3 weeks away. I was forced not to attend some team meetings as i was no offered a permanent role. I was also forced to attend other meetings that i felt no longer applied to me, as there regarding social events that would happen long after i had left.

From my training group of 12 people only 4 stayed in  the role. The rest resigned, found other jobs or simply did not return to work at the end of the week. I remained professional and stayed till the end of my contract. I did ask for feedback from recruitment and a senior manager, of why i hadnt been offered a full time role. My request was " looked into", but no further meeting was arranged and my request ingnored. I would not recommend John Lewis as a place to work, the rate of pay is very low for the role expected, the harsh rules and threats, made it unpleasant to work there.

I was informed that John Lewis was a " partnership" and everybody had a right to be heard. I found during my time there , that this was not the case. You were encouraged to keep your mouth shut and do the job required.

I was so excited to have been recruited for my office role at John Lewis from around 250 applicants!  

However, I was shocked at what went on there.  You are expected to do about 10 people's jobs for very average pay, and you just get told that more and more is "just part of your job".  I asked for a job description as I was never given one, but was told that there wasn't one for my job, and it was left at that.

The benefits that everyone goes on about, when you look into them are not really "all that".  Discounts are mostly for high-end products and services that the average worker wouldn't buy or even be able to afford on the average wage.  The discount on products in store is good for Partners though, as well as the holiday homes that you have the chance to go to.

Although I was promised many opportunities for progression throughout the company, the only way that you can really progress in the office environment is if you work in their Head Office in London. 

The only staff that I saw progress were those on the shop floor. In my opinion, most of which were the absolute opposite to what any employee would want as a manager.

Although I was solely in an office role, one of the shop floor managers (who should not have an allocated desk) took my desk and I had to work from a few folders and a cardboard box for an unbelievable 6 months until it was sorted out.  This hardly made me feel like a valued member of the team!

The appraisal system makes you feel wholly inadequate, even in those who are clearly amazing people who were hard working and very dedicated to their jobs.  I saw some people in tears after their appraisal.  It was heart breaking, as many of them were clearly the best people there.

Although I appreciate that the culture in Retail is tough, this extended to the office area too.

I have no bad feeling for the company, despite what I experienced. 

I'm just letting you know that it may not be what you thought it would be, working for John Lewis.  It may be an idea to speak to some other people before taking on a job there to see if it would suit you or not.

That said, when it's on your C.V., employers are always very impressed if they see that you have worked for JL!

Top Job Titles	Average salary
7.5 tonne driver 31 salaries reported	£34,526 per year
Loss prevention director 47 salaries reported	£33,311 per year
Delivery driver 145 salaries reported	£13.71 per hour
Team leader 51 salaries reported	£37,649 per year
Product specialist 37 salaries reported	£24,753 per year

Working at John Lewis & Partners: company overview and reviews

John Lewis & Partners

John Lewis & Partners ratings

Popular jobs at John Lewis & Partners

Salary satisfaction

Jobseeker tools

Employer Tools

Browse

Stay Connected