Better than most retail - Anonymous employee Hollywood Feed Employee Review

Organized , low stress and wonderful customers

sometimes micro managed , continuous inventory

Great Customer Interactions Get to interact with dogs daily.

Upper management often speaks about valuing employees, but my experience did not reflect that message. There was a constant focus on performance management and turnover, which created an environment where many employees felt expendable rather than supported. Store Managers no longer receive traditional raises and instead rely on a bonus structure. Unfortunately, the performance metrics and goals frequently changed, making it difficult to consistently achieve bonus payouts. During my three years with the company, despite regularly meeting sales goals, I only received a single $1.50 raise. The company also struggled with inclusion and culture. Leadership language and messaging at times felt out of touch and insensitive. For example, terms such as “segregate” were used in business discussions, which many employees found concerning given the lack of diversity within upper management and corporate leadership. One leadership philosophy that was frequently emphasized was “Takes No Talent” (TNT). While intended to promote accountability for basic workplace behaviors, it often came across as minimizing the skill, effort, and expertise required to succeed in retail. This contributed to a culture where employees felt undervalued and easily replaceable. Similar sentiments were reinforced by comments from HR suggesting that employees who did not immediately meet expectations should simply be terminated rather than further developed. Work-life balance was also a challenge. Employees who attempted to establish boundaries or prioritize personal commitments often felt criticized rather than supported. Visits from upper management were largely focused on audits and identifying deficiencies rather than coaching, development, or providing meaningful support. Feedback was often centered on what was wrong rather than how leaders could help stores improve and succeed. Career advancement opportunities were limited. In my experience, open positions were often filled through existing relationships and internal connections rather than through a transparent process focused on performance, qualifications, and development.