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Satisfaction with Work

• "My responsibilities are to lead my immediate team and to look after the shop-floor. The nature of my work involves dealing with figures, greeting customers, dealing with customer queries, arranging shop-floor moves, and preparing reports." -- Section Manager, Graduate
• "John Lewis as an employer is immensely satisfying to work for. With no two days the same, there is plenty to do and get involved in. Responsibilities vary from leading and developing teams, to achieving excellent customer service levels and delivering strong department sales. One of the most pleasing things for me personally is the amount of input towards your personal development. While in most companies an individual may have 10% of his/her time spent on training and development, in John Lewis this is much higher at about 25%. The support structure available makes you feel confident and competent in going about your role." -- Section Manager, Graduate
• "Great role, I’m very lucky to be doing it. I interact with Partners at all levels and external contractors. There is great exposure, but high expectation and responsibility." -- Project Manager, Implementation, Midlevel
• "I am responsible for looking after a number of dissections, within the technology side of the department. My main dissection is IT; I am responsible for ensuring growth in this area. As this is a low profit margin area it is important to encourage partners to attach sales such as software or cases, in order to help improve the margin per sale ensuring that the department can become more profitable. Another main responsibility for me is to manage mystery shopping for the department. As the behaviours and test for mystery shopping has changed I have been responsible for driving results in this area. I am also responsible for a team of Partners which I line manage. I ensure that they receive regular training, appraise them and ensure they grow with the business." -- Section Manager, Graduate

• "The nature of the work is very varied and challenging on a day-to-day basis. There is also scope to get involved in higher level pieces of work and stretch your development." -- Merchandising Administrator, Graduate
• "I am extremely happy with my employment. There are vast and varied opportunities presented to you at John Lewis and continual coaching and feedback to help you progress in your career. Being a Partner and a co-owner is really empowering and helps with motivating teams to achieve shared goals. Running a department of 10 managers and 100 Partners can be very challenging but the rewards are great." -- Department Manager, Graduate
• "I get great satisfaction from my career here at John Lewis. I am constantly learning new skills, developing in many different areas and have a wide range of responsibilities. I have been given a unique opportunity to challenge myself in order to progress at an excelled rate and John Lewis gives you the level of support required to do this. I have been on the John Lewis graduate scheme for two years now and this is my 3rd branch. I have been exposed to a wide range of responsibilities which has kept my working life fresh and constantly challenging in a positive sense. Currently I work in Personnel which has allowed me to experience a different side of our business and broadened my understanding of the organisation as a whole." -- Personnel Procedures Manager, Graduate
• "I am very satisfied with my job role; I am responsible for a large budget and also a large sterling revenue take. I have regular interaction with external stakeholders, such as suppliers and buyers and this allows me to drive the department in a way that can be very commercially successful. The role also allows me to set the direction of how we achieve the results that we do, and this places importance on Partner’s contribution to the business." -- Department Manager, Graduate

What does your typical day at work involve?

• "It's retail... there is no typical day! I can have a day spent entirely looking after the shop floor or I can have a day where I need to be in the office dealing with complaints, stock issues and staff appraisals – or a mix of the both!" -- Section Manager, Graduate
• "A typical day at work involves organising the team, dealing with customers, dealing with stock issues, liaising with other departments such as visual merchandising/stock management on initiatives, liaising with account managers of the various beauty brands (being in a fashion department this is particularly relevant), analysing sales figures and looking at ways to improve the department results, working towards Key Performance Indicators such as Mystery Shopping, Health and Safety with Employees, reduction on Dormant Lines and putting practices in place to achieve these goals. Being in a branch undergoing massive refurbishment, there is also the opportunity to get involved with a lot of project planning. Witnessing the end result which is the unveiling of a new area of a department is quite a fulfilling experience." -- Section Manager, Graduate
• "My typical work day usually starts out planned. I come in, plan staffing for the day, then I print off figures and analyse them for the department. Around 30 minutes before the shop opens I walk the floor and create a list of jobs which need doing for the day. We will then have a team briefing before we open; here we will motivate the team for the day ahead giving them jobs to achieve for the day. Each day I will have a number of meetings with various people around the branch to attend. I will also check e-mails and complete any admin which needs doing." -- Section Manager, Graduate
• "A typical day at work will involve looking at sales, assessing the shop floor, liaising with stakeholders and interacting with my management team." -- Department Manager, Graduate

• "There is no typical day due to the large number of key stakeholders I work with, these being Buying, Suppliers, Online, Branches and Warehouses. However typical tasks are planning and forecasting future seasons’ stocks whilst trading the current assortment, i.e. understanding what the opportunities are and exploiting best sellers." -- Merchandising Administrator, Graduate
• "My typical day involves analysis of results and stats, then using this information on how to improve results. Interacting with my team of managers, interpreting high level information and breaking this down and presenting it in a fashion that will motivate my team so that they in turn can lead their team. Working with people means there are many different personal issues which keep the job varied and interesting. Looking for commercial opportunities to grow sales and my business." -- Department Manager, Graduate
• "Currently, being in Personnel, every day is widely different for me depending on any branch issues or activities. I also do a fair amount of project work. While I was a Department Manager on the selling floor, a typical day for me would involve time with the senior branch management team discussing priorities and action plans, time with my management team that I line manage putting these actions into place, time with the team as a whole on the selling floor. The essence of your role as a Selling Department Manager is to lead a team in delivering excellent customer service, sales profit and ensuring your Partners are happy and satisfied with their job. This involves you being able to engage and enthuse your teams and lead them in delivering results in a positive environment that you and your management team create. It is a fast paced career with every day different from the last." -- Personnel Procedures Manager, Graduate

Culture

• "The company is a co-owned business. Each 'Partner' owns a share and we are paid a bonus each March, which is made up of a share of the profits. Colleagues support each other but we are all under immense strain with tight resources. The employees do sometimes socialise with each other, but it varies from age range to age range." -- Section Manager, Graduate
• "There is a clear hierarchy but it's not set so that you can't access anyone in the team whenever you need to. Yes we support each other whilst remote from the office. This is pretty essential. We occasionally socialise, but it’s sometimes difficult given the team is spread across the country." -- Project Manager, Implementation, Midlevel
• "Company structure is arranged in the following way: Non Management Partners, Section Managers, Department Managers, Steering Group (Operations Managers Fashion/Home, Operations Manager Selling Support (Stock Management, Business Protection, Customer Service), Personnel Manager), Managing Director. There is a good clear communication structure in place, to ensure communication flows effectively from the top level to non management level. Everyone is extremely flexible and help is available when needed. Employees do socialise within their teams, going out for meals, birthday celebrations, leisure night outs to the cinema, theatre, etc." -- Section Manager, Graduate
• "Employees or Partners within John Lewis do socialise together. In most branches there is a social bar with moderately priced alcohol which helps. Being a graduate is tricky in this situation and it is down to the individual. You are being prepared for senior positions and your colleagues at these levels may not socialise and it may or may not be in your comfort zone to do this with those you line manage. Colleagues in John Lewis are very supportive and it is a culture where they want Partners to progress and Partners are the cornerstone of everything we do. On the graduate scheme colleagues are very supportive, possible as they have seen the success of previous graduates and know you may be back as a Managing Director." -- Department Manager, Graduate

• “The Partnership has a very open and honest culture in which everyone receives support when they need it. The Partnership is keen to support Partners with issues that may be affecting them out of the workplace through a role known as 'registry'. Registry offers Partners independent confidential advice. There are many social events to attend and the Partnership also offers to pay a slight subsidy on tickets for sporting events, the theatre, and concerts." -- Section Manager, Graduate
• "Degree of socialising varies depending on the office you are in. Typical events are pay day drinks and team breakfast." -- Merchandising Administrator, Graduate
• "We have a very unique culture here at John Lewis which is very much the result of being part of a co-owned business. In work we support each other more than anywhere else I have ever worked. This is both on a professional level as well as a personal level. We have registrars in place in all branches that are there to support Partners in all ways. As for socialising, there are many events and opportunities that John Lewis organises for Partners to take part in outside of work. We have exceptional leisure benefits packages available that allow us to join clubs, receive discounts as well as learn new skills outside work. We have several John Lewis holiday centres around the country which allow us to enjoy affordable respite with our families. These are but a few examples of social activities on offer to us – you would be hard pressed to find another company that dedicates the same amount of energy and focus on ensuring its workers have a healthy balance between work and home life." -- Personnel Procedures Manager, Graduate
• "You have Partners who report to Section Managers who report to Department Managers. Department Managers are very supportive of each other. Management teams are also very supportive as SM's and DM's. Social life is limited as people live far away from each other." -- Department Manager, Graduate

Relations with Management

• "There is a very democratic structure within John Lewis. Many decisions go through the various Councils or Branch Forums." -- Section Manager, Graduate
• "Managers at all levels are encouraged and do have regular contact with Partners at all levels. Partners are encouraged and rewarded for putting forward suggestions that can improve our business. These suggestions are widely highlighted and celebrated. We have a very different method to making the big decisions here at John Lewis – these are often discussed and made through our forums that consist of Partners from all levels. Our board of directors are accountable to the forum on many decisions which insures that our business is run the way that, as a majority, we see fit." -- Personnel Procedures Manager, Graduate
• "Management do keep the branch well informed about decisions, and are very conscious in asking for branch wide input as John Lewis is a Partnership." -- Department Manager, Graduate
• "With the open and honest culture that exists within the business there is always the chance to challenge any decision that has been made. Input is taken from all levels and this can be represented through groups such as branch forum, John Lewis council and Partnership council. Management always keep the relevant people updated when necessary." -- Section Manager, Graduate

• "Management are open to both being challenged and giving up their time to work with you – something I have not found in other companies I have worked for." -- Merchandising Administrator, Graduate
• "The Partnership is just that. Each branch has an elective body that hold regular meetings to hold senior management of that branch to account. This format is then duplicated at a regional level, and an elected council hold sessions to hold the senior management of the division to account. When there are changes to rotas/Christmas working hours or job roles, Partners are consulted at every stage and have regular input into these decisions." -- Department Manager, Graduate
• "There is a constant flow of communication from management to employees. Each department has represented branch forum members; the branch management, before implementing any ideas/decisions, present them to the branch forum and only when accepted by a majority consensus are those decisions passed." -- Section Manager, Graduate
• "Great ‘Head of’ and my line manager is possibly the best I've worked for (I've worked for quite a few). Info flows freely, it has to in our team. Openness and honesty is crucial." -- Project Manager, Implementation

Formal Training

• "There are various training courses on offer. Informal training is available through Personnel. The managers are becoming less accessible as our time is being stretched. There are too many things to list regarding what I've learnt but they range from doing MBTI to Partnerlink pay query training." -- Section Manager, Graduate
• "Lots of training programmes. Accessible whenever you need one. Just have to find the time!" -- Project Manager, Implementation, Midlevel
• "As mentioned earlier there is a strong training culture in the branch. Managers are very welcoming and pay a lot of attention to personal development. The Selling Academy offers a good insight for new starters in any department and a healthy guide to the basics in their department. This is accessible online by all Partners." -- Section Manager, Graduate
• "I have been exposed to as much training as I could possibly want. Help and support with personal development is always available and I am able to push my training and development at a speed that fits me." -- Personnel Procedures Manager, Graduate

• "Good levels of structured training in place to start you off. However after that it comes down to the ambition and desire of the individual to pursue further and more varied training, which is certainly available!" -- Merchandising Administrator, Graduate
• "It’s a good training programme, but it does vary branch to branch and the line manager that you will be paired with. Most are good and some are excellent. The quicker you take opportunities you are given or engineer, the quicker you progress. The training carried out at regional level is excellent. There is a set mentoring system in the Partnership that acts as an impartial advice system. Additionally managers are really accessible and eager to help as you are seen as a leader of the future." -- Department Manager, Graduate
• "I am currently on a graduate training programme and learning the role of a leader within a retail business. I still feel however some work is to be done with training the Partners on the shop floor to ensure that the business has a multi-skilled workforce." -- Section Manager, Graduate

Career Progression

• "You’ve got to deliver results, you’ve got to show your personality, stand out and speak up. During your annual review you’re judged against a set of behaviours, you’ve got to make sure you demonstrate those behaviours consistently to move up the chain as quickly as possible." -- Section Manager, Graduate
• "To progress you need to be good at your job but also good at networking and keeping key contacts alive and going. Once you complete the graduate scheme you are not guaranteed a job but have to apply, which is very demanding as you will be competing with peers that have up to 20 years experience." -- Department Manager, Graduate
• "Not easy, but if you want to progress you can if you put the effort in early." -- Project Manager, Implementation, Midlevel

• "Quite challenging as there are not as many positions as there used to be." -- Section Manager, Graduate
• "I have found that it is up to you and what you are willing to put in, in order to work your way up the John Lewis career ladder. I received my first promotion from Section Manager to Department Manager after 9 months but that involved a lot of hard work and commitment. I am confident that I will progress at the pace I wish to with the support that surrounds me. There are many opportunities for those that are willing to push themselves out of their comfort zones, be flexible and work hard at self development." -- Personnel Procedures Manager, Graduate

Offices & Dress Code

• "Location is fantastic being a two minute walk from Victoria Station. Dress code at head office is very relaxed, jeans and polo shirts are quite common on the fashion floor!" -- Merchandising Administrator, Graduate
• "Dress code is formal, and we are eligible for up to a £350 subsidy a year. Subsidy is based on the fact that we get 50% of any purchase of formal wear from the store. (Discount amount is subtracted from the subsidy)." -- Section Manager, Graduate
• "The dress code is strict but we are a professional, customer-facing business. Our company head office is in Victoria, but my location is in a large shopping centre." -- Section Manager, Graduate
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• "Dress code is professional office wear, standard stuff really. On site and in branches, I dress to the code set in that environment, i.e. suit, shirt, tie. Central London head office is good. Facilities are great." -- Project Manager, Implementation, Midlevel
• "One’s office facilities very much depend on one’s role within a branch but generally speaking, we are all provided with good working conditions and the tools to do our jobs. Each branch and our head office have good staff eating facilities with discounted food options. We have a smart business dress code in place." -- Personnel Procedures Manager, Graduate
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