• The company hires fixed-term “Crisis at Christmas” Project Assistant roles that are explicitly positioned as entry-level opportunities and give first-job exposure to large-scale service delivery.
• Crisis recruits shop-floor roles like Shop Supervisor with clear responsibilities and training elements, creating a practical pathway into charity retail and operations.
• The company does not show a consistent, named graduate scheme across functions, so most early-career access comes via junior operational roles, seasonal programmes, and retail rather than structured graduate intakes.

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• The company publishes a detailed application, interview, and shortlisting guide, including how to apply, what is scored, and what feedback is available at different stages.
• Crisis uses anonymised shortlisting in at least some live roles, avoids CV-based selection in favour of screening questions, and states that at least two staff score applications.
• The company cannot offer feedback for candidates who are not shortlisted due to volume, and several roles include interview tasks, which can feel heavy for applicants juggling multiple applications.

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• The company lists multiple learning supports, including role-related training, short courses, mentoring, work shadowing, instructor-led workshops, and on-demand digital learning.
• Crisis offers study leave for role-relevant qualifications and describes on-the-job development approaches that suit people moving into the homelessness sector for the first time.
• The company’s early-career learning offer is mostly “role-based” rather than cohort-based, so structured support can vary depending on whether someone joins via a seasonal project, retail, or a frontline team.

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• The company posts clear salaries on many roles, and Crisis states that salaries are fixed and not negotiated at offer stage to counter inequity.
• Crisis offers benefits that matter early on, including an 8.5% employer pension contribution, interest-free loans (including rent deposit support), enhanced family leave, and wellbeing leave.
• The company uses fixed-term contracts for some high-volume seasonal roles, which is a fair model for time-bound delivery but reduces stability for candidates who need permanent work from day one.

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• The company’s own reporting shows a reduction in average employee numbers year-on-year and references redundancy and termination costs, which signals that some teams have faced restructuring.
• Crisis has mixed public employee sentiment, including weaker ratings for career opportunities, which suggests progression can feel uneven depending on function and timing.
• The company links some roles to skill-building and progression, such as shop roles that include training and development responsibilities and roles that build transferable programme-delivery experience, but Crisis does not publish cohort outcome measures like promotion timelines or conversion rates.

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