Work hard, have fun and make money!!!! regret leaving this company - Assistant Store Manager Tractor Supply Employee Review

4.0
Jan 12, 2013
Recommend
CEO approval
Business Outlook

Pros

Learned alot from associates with strengths in certain areas of the store. Great opportunity for promotion within the company. Great Distict Managers that took the time to communicate, coach and train. Great opportunity to meet new people and talk to customers. I enjoyed finding out what they loved to do for fun, for work and how I could help them on their projects. Great training in store, mainly hands on, but that is the easiest way to learn. Always hiring with consideration to lifestyle and retail experience is a plus. Great customer service focus. Awesome weekend events for the customers and associates to enjoy.

Cons

Cut backs on payroll weekly to help the district out because another store or two was struggling. When this happens it just hurts the stores that are making plan and profit. The drama between associates, and feeling like it is a daycare. Always know to be personable but not personal. The lack of balance, working over 52 hours a week in managment and having no personal time. Full time and part time associates get great balance between work and life. Just put your time off request in months ahead of another. Watching associates TRY to steal defective items from back bay door in receiving. Always trying to stay ahead of the game and set new planograms and product. It does seem like it is a man's world though, just make sure that you can keep up and hold your own because those 50 lb feed bags get heavy after awhile. Managers get a great bonus structure but share the wealth with the associates, they are a part of the team too and do the majority of the hard work.

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1.0
Jul 13, 2026
Recommend
CEO approval
Business Outlook

Pros

You can count on getting biweekly paychecks.

Cons

Words do not exist to adequately describe just how dysfunctional the FAST organization has become. The problem isn’t the people—it’s the structure. Every level of FAST is treated as second-class by Operations, but the hourly FTMs bear the brunt of it. They’re expected to execute impossible workloads while navigating resistance, conflicting priorities, and a complete lack of operational ownership. FAST leadership regularly talks about holding stores and Operations accountable. Yet the moment accountability creates friction or invites criticism, they retreat instead of standing behind their teams. The result is predictable: the people doing the work lose confidence that anyone above them will support them when it matters most. A department cannot succeed when it has responsibility without authority, accountability without support, and expectations without organizational commitment. That’s the reality of FAST today. It’s not just disappointing—it’s unsustainable.

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