Pros
1. Hybrid work environment: The flexible work arrangement is genuinely helpful, especially during periods of heavy workload. This allowed me to manage my time and energy more effectively. 2. Internal learning & Presentation sessions: The organisation introduced bi-weekly Monday sessions where team members present to each other. This has been useful for improving presentation skills, public speaking, and overall confidence in delivering information especially for colleagues who are not mostly client facing.
Cons
1. Lack of genuine employee care: Despite branding itself as a people-centered organisation, Bfa often shows little regard for employees, especially those who are not seen as “high-profile” or part of a certain inner circle ( Those that have stayed in the company for 8 years + ). During my time there, support, recognition, and basic concern for wellbeing felt unevenly distributed. 2. Decisions around hiring, contract renewals, and terminations often feel subjective rather than grounded in documented HR policy. Processes are not clearly communicated, and there is no visible structure that ensures fairness or consistency. This creates a work environment where employees feel insecure because decisions can appear based on personal preference rather than transparent criteria. This is particularly disappointing given the organisation’s public positioning around women’s leadership, inclusion, and equity. While these values are emphasized in external conversations with clients and donors, employees do not consistently experience them internally. The gap between external PR and internal practice is significant and concerning. 3. Employees who are not viewed as part of the organisation’s “core circle”/ "original members" often receive very limited support, mentorship, or advocacy. Career development feels uneven, with most opportunities and protection directed toward a small group of individuals perceived as having higher status. This affected me personally. I had hoped to build a long-term career here, but it became clear that growth and stability were not guaranteed unless you fit into certain informal categories of favour or visibility. Instead of being nurtured or guided, you can end up feeling exposed and unsupported. The result is an environment where I felt easily replaceable rather than genuinely valued which greatly undermined morale, motivation, and trust, and ultimately prevents people like me from committing to the organisation long-term. 4. Culture of silence: Raising concerns felt risky. Most of my colleagues feared being labelled “difficult,” which discouraged honest feedback and creates a culture where problems are ignored rather than addressed. 5. Emotional toll and instability: Because communication around performance, role expectations, or organisational changes can be unclear, I often did operate under stress or uncertainty. 6. Lack of long-term investment in people: Training, growth pathways, and career development opportunities are not consistently provided. Employees may feel like the organisation focuses more on external branding than on internal capacity-building. 7. Favouritism and inequity: Those perceived as “key people” receive more opportunities, visibility, and protection, while others feel overlooked, undervalued, or easily discarded.