The job I was hired for was not the job I ended up doing. My role expanded well beyond what was communicated during hiring, including training a supervisor newer to their position who made more than I and also handling assistant-management responsibilities that leadership did not want to manage themselves. None of this came with a title change or pay adjustment.
Standards were selectively enforced. Rules applied strictly to me while managers and favored employees were not held to the same expectations. This created a clear “rules for some, exceptions for others” culture.
Favoritism and nepotism were openly visible. Raises, pay, and tolerance for poor performance appeared tied to personal relationships and likability rather than workload, professionalism, or qualifications.
I was consistently overworked and underpaid. I watched employees with significantly fewer responsibilities receive raises while my compensation remained unchanged despite carrying a much heavier workload.
Leadership behavior was unprofessional and often hostile. Management and other staff frequently gossiped about employees, including former staff, and spread negative or misleading narratives behind people’s backs.
Communication from management felt dismissive and manipulative. When concerns were raised or proof was provided to correct misinformation, responses consisted of polished, deflective talking points rather than accountability or solutions.
I experienced inappropriate comments by the franchise owner about my appearance and was accused of actions I did not take. These situations were handled without fairness or due diligence.
Retaliation occurred near the end of my employment. I was informed my paycheck would be withheld shortly before a pay period, which felt punitive and unprofessional.
The overall environment was toxic. Employees who fell out of favor were met with increased scrutiny, disrespect, and pressure until they chose to leave.
