World Jewish Relief Reviews

I joined the organisation because I believed in its mission to support refugees and vulnerable groups into employment. Sadly, the reality of the role was disappointing. The programme was underdeveloped and lacked the infrastructure to support either staff or clients effectively. Caseloads were high from the beginning and continued to grow, despite working a standard 35-hour week. We were expected to provide one hour of individual support per client each week — with 35+ clients — while also handling admin, updating CRMs, creating action plans, sourcing jobs, prepping sessions, and editing CVs and cover letters. The workload was completely unsustainable. This led to many Employment Advisors giving rushed or shallow support, which was upsetting given how much our clients genuinely needed help. At one point, when a programme manager informed us we would need to take on even more clients and begin meetings immediately, we raised concerns — noting that some staff already had 7 hours of back-to-back meetings that day. Instead of understanding or offering solutions, we were told to “improve our time management skills.” Clients regularly voiced frustration with the programme, particularly around the English course and its heavy workload. It was especially inaccessible for single parents and clients who were already working. When we raised these concerns to management, the response was often dismissive — with comments along the lines of “it’s free, so they shouldn’t really be complaining.” This kind of attitude felt out of touch and failed to recognise the complex realities many clients were navigating. In addition, the lack of diversity in the organisation — particularly at senior levels — was disappointing. Despite employing a large number of Employment Advisors, the disparity in BAME hires was glaring. Looking at the organisation’s “Our People” page even now highlights the stark lack of representation in leadership roles, which reflects a broader issue of inclusivity and equity.