July 2014 - Page 4 of 11 - I Hate Working In Retail

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Exclusive: Wal-Mart manager speaks out about his store’s ugly reality

From no time off, to working multiple roles at once, here’s what’s really going on at the mega-chain

(Credit: AP)

President Obama sparked a new round of big business ire this month, directing the Labor Department to reform rules that exclude salaried managers making over $23,660 a year from overtime protections.

That was welcome news for a Wal-Mart assistant manager – granted anonymity due to concerns over retaliation – who told Salon the retail giant exploits managers’ lack of overtime protection by making managers do rank-and-file employees’ work in order to cut costs. (Wal-Mart did not respond to a request for comment last week.) A condensed version of our conversation – on chronic understaffing, firings of strikers, and why he sympathizes with the union-backed non-union workers group OUR Walmart – follows.

The regulatory change that’s been proposed by the president on overtime — how would that change things for you, if that went into law?

That would force Wal-Mart to, one, start to count how much managers are working … The more time I spend at work, the less time I spend with my family … Without compensation for it, it makes no sense to me … My time with my family is worth a lot more.

How many hours a week do you think you’re working now?

Right now, it’s consistently about 48 hours a week. However, when we get toward the holiday season …you’re regularly working 60 hours a week.

How much do you bring home … from doing that?

My yearly salary is $44,000.

What would change in your life if you were covered by overtime protections?

I think I would get more time with my family — and if I didn’t have more time with my family I would definitely have money … to compensate me for time spent away.

Right now, do you think there’s work that Wal-Mart has managers do rather than rank-and-file employees because they don’t have to pay you for overtime?

Absolutely … What the average customer sees in the store is forcing the manager to step out of that manager role, and into that hourly associate role. So you’ll have managers that are cashiering, stocking shelves … We’re trying to take care of our managerial duties too …

[Managers are] not getting proper lunches or getting breaks. There’s no way for Wal-Mart to ensure that we’re getting breaks, because we don’t punch a clock, of course – we don’t track our time.

It’s been suggested by business groups that this kind of regulation would kill jobs … If this kind of regulation went into effect, do you think your store would be hiring more people or fewer people?



You know, I think Wal-Mart’s way is Wal-Mart’s going to hire fewer and fewer people regardless of what decisions are being made …

With the recent Sam’s [Club] restructuring, Wal-Mart, you know, might pull something like that within their actual [management at] Wal-Mart positions …

[Already] there’s a lot of work to be done that’s not being done right now with the amount of people we have.

In management, in the rank-and-file positions, or both?

In both …

As a salaried manager, if I’m [moving] freight all night long, I’m not able to give my associates in the building the attention that they need, or you know, the developmental process … [to] grow within their role within Wal-Mart. You know, it makes the job very hard to do.

How does that affect Wal-Mart customers?

If you have a manager that’s running a cash register, you know that manager is not on the sales floor ensuring that product is on the shelves. You know that manager is not able to respond to customer calls as quickly …

So I think customer service definitely does lack.

Your job as an assistant manager – what do you think is different about it from what people imagine?

When I came into the role, I thought it was going to be that I’m going to handle paperwork, be there for the associates, and help them with issues that may arise with them; I’m going to be the guy that they can come to for answers, I’m going to develop leaders …

There’s not enough time in the day to do it … They don’t have enough people to get the job done. And it shows. It shows on the shelves, in terms of the stock. You know, it shows with the morale of the associates. That definitely has issues …

If you look at companies like Wegman’s or Costco, you know, that staff their stores, and they have high payroll percentages, but they’re still [showing] profits, because they’re getting the product on the shelves …

If you have empty shelves, your baskets aren’t as good. What really matters is: How much does that customer buy going through the register? You know, if the customer comes in with a shopping list of 35 items, and you only have 20, you lost a good portion of that sale … to your competitor …

The company made $17 billion in profit last year. They paid the CEO $18 million … There’s no reason why they can’t pay overtime, they can’t give hours back to associates.

The group OUR Wal-Mart … What have you heard from Wal-Mart corporate or Wal-Mart management about it?

Corporate has been very quiet recently about … OUR Wal-Mart. What they have told everybody is “most of these aren’t Wal-Mart associates” and … “the union sees Wal-Mart is a big paycheck.”

And you know, I can understand Wal-Mart’s stance on unions, and why they don’t want it. However, I can say I see a lot of validation in these associates’ claims that are part of the organization.

And you know, I think that they’re trying to bring the issues up the best way they can … Sometimes managers don’t hear it, and it’s not because we don’t want to hear it. It’s because we have 65 things going on at one time …

The individual attention is just not there in the stores right now, because … they’re understaffing.

Have you been tasked personally with doing anything to talk to people about OUR Wal-Mart or discourage people from getting involved in OUR Wal-Mart?

No … I’m on the fence.

I’m not going to say that a union is the answer for Wal-Mart; I’m not going to say that it’s not. However …associates should speak up … Those concerns should be able to be handled by people that have the time to handle them …

It’s not fair to the associates to bring a concern to a member of management in their store who doesn’t necessarily have the time to take care of it … If I don’t get my compliance done, that could cost me my job …

The firing of more than 20 people who had gone on strike with OUR Wal-Mart – what’s your view of what motivated that?

My view on that would probably be: They don’t want it to spread. Wal-Mart’s going to say, you know: “Hey, it’s an attendance policy” [being enforced] … The real reason … is that you don’t want that apple spoiling the bunch, as they would say. The last thing you would want to see is associates … speaking out and … organizing and not facing retaliation, so other associates feel more comfortable with it.

When the president or members of the Obama administration do events appearing with Wal-Mart executives or promoting Wal-Mart, do you think that’s a good move or a bad move?

I think that it would be a good move if Wal-Mart had good intentions …

We can donate a ton of money to everybody out there … That’s something that Wal-Mart should be proud of. But Wal-Mart should take its pride back in taking care of its associates and taking care of its customers …

It’s kind of sad that, you know, you have associates that are struggling right now — especially struggle this time of year — to get 24 hours a week … They didn’t ask to be part-time. A lot of them would love to be full-time …

I think that the associates that are out there voicing their concerns — especially through their organization — I think that they should continue to do so … I think the only way that things are going to change is for the public to start understanding what we’re going through …

I think it’s important for the associates to know that not all managers are monsters. There are some people that are certainly bad managers out there … There are a lot of managers – and I’m, you know, personally speaking to managers at my store and managers at other stores — that are unhappy with the direction that the company’s going. It’s a lot different when you’re working at a store than when you’re sitting behind a desk in Arkansas.

Sourced from Salon.com

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Top Reasons the Walton Family and Walmart are NOT “Job Creators”

walmart

The six Waltons on the Forbes 400 list—Christy, Alice, Jim, Rob, Ann, and Nancy—are worth a combined $148.8 billion. According to the most recent data available, they have the same wealth as the bottom 42% of American families combined. Walmart associates, in comparison, have been risking arrest in their fight for $25,000 a year for full time work.

Some have responded to criticism of the Waltons by arguing that the family is helping to create much needed jobs. Sadly for U.S. workers and families, the facts just don’t support this statement. Here are the facts.

Fact: Walmart is a job killer.

  • Walmart store openings destroy almost three local jobs for every two they createby reducing retail employment by an average of 2.7 percent in every county they enter.
  • Walmart cost America an estimated 196,000 jobs – mainly manufacturing jobs – between 2001 and 2006 as a result of the company’s imports from China.

Fact: Walmart jobs are poverty jobs.

  • Walmart workers average just $8.81 hour. This translates to annual pay of $15,576, based on Walmart’s definition of full-time. This is less than two-thirds of the poverty line for a family of four, and well below what most families actually need to get by.
  • According to the company, most workers make less than $25,000 a year. In a September 2013 presentation, Walmart US CEO Bill Simon included the fact that out of all Walmart associates in the country, only 475,000 make more than $25,000 a year.
  • Walmart pays less than other retail firms. A 2005 study found that Walmart workers earn an estimated 12.4% less than retail workers as a whole and 14.5% less than workers in large retail in general. A 2007 study which compared Walmart to other general merchandising employers found a wage gap of 17.4%.
  • Last year, Walmart slashed already meager health benefits againdropping health insurance for new hires working less than 30 hours a week and leaving more workers uninsured.

Fact: Taxpayers are paying the price for Walmart.

  • Taxpayers subsidize Walmart’s low wages and poor benefits. Just one Walmart store costs taxpayers an estimated $1 million in public assistance usage by employees, according to a new report from the Democratic staff of the U.S. House Committee on Education and the Workforce.
  • In many of the states across the country that release such information, Walmart is the employer with the largest number of employees and dependents using taxpayer-funded health insurance programs. A few examples:
  • In Arizona, according to data released by the state in 2005, the company had more 2,700 employees on the state-funded plan.
  • The company also topped the list in their home state of Arkansas, with nearly 4,000 employees forced onto the state’s plan according to data released by the state in 2005.
  • In Massachusetts, in 2009, taxpayers paid $8.8 million for Walmart associates to use publicly subsidized healthcare services.
  • Despite all the damage they have done to US workers and communities, a 2007 study found that, as of that date, Walmart had received more than $1.2 billion in tax breaks, free land, infrastructure assistance, low-cost financing and outright grants from state and local governments around the country. This number has surely increased as Walmart continues to receive additional subsidies.
  • Meanwhile, the Waltons use special tax loopholes to avoid paying billions in taxes.According to a recent Bloomberg story, the Waltons are America’s biggest users of a particular type of charitable trust that actually allows the donor to pass money on to heirs after an extended period of time, without having to pay much-debated estate and inheritance taxes. According to Treasury Department estimates reported in Bloomberg, closing the two types of loopholes the Waltons appear to use would raise more than $20 billion over the next decade.

 

Sourced from walmart1percent.org

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10 Things Your Retail Clerk Won’t Tell You

shopping secrets

Holiday shopping is stressful. Between stores crowded with hoards of gift-getters and the quest for the perfect present, anyone is bound to get a little anxious. But shoppers aren’t the only ones under pressure—retail clerks have their fair share of grievances to endure, especially when shoppers aren’t on their best behavior. We talked to sale associates across the country to find out what they’re really thinking about your shopping habits, plus got their insider tips on how to score the best deals.

1. Being rude won’t help you save money. 
Aside from the bad karma that comes from being discourteous to well-meaning salespeople, your rude attitude might actually cost you special deals and discounts. “If customers treat me badly, I’ll withhold information that can give them access to discounts,” says Freeman Hall, author ofRetail Hell: How I Sold My Soul to the Store. He recalls a shopping trip to Macy’s during which he struck up a pleasant conversation with the cashier, who surprised him with a 20-percent-off coupon from a secret stash. “If I had been snippy to her, that’s the last thing she would have done.”

2. Don’t re-hang clothes if you aren’t going to do it properly. 
While a pigsty of a dressing room is the bane of any salesperson’s existence, your well-meaning attempts to tidy up may not actually be that helpful. “It’s nice when people hang dressing room items back up, but please do it right-side out! Otherwise, why bother hanging them up at all?” asks Brooke, a former retail associate from Los Angeles. Clothing that’s hung inside out will take a fitting room attendant twice as long to hang properly. Instead, return items neatly to the fitting room attendant so she can properly hang or fold them to ensure they get back on the floor faster. “The more organized you are, the more organized we can be so that you can find your size right away,” says Tammy, a retail associate from Joplin, Missouri.

3. Respect closing time. 
Strolling into a store minutes before it’s scheduled to close is fine, as long as you browse quickly and leave. But if you know the clock is ticking, “Do you really need to try on seven outfits and keep the staff waiting?” asks Rachel, a sales associate from Joplin, Missouri. “Like you, we have lives and families to get back to.” On the flip side, you’ll find the most chipper—and patient—salespeople early in the day. “Shop in the morning to get good service,” says Freeman. “The employees have just had their coffee and are most alert then.”

4. Give us a chance to help you. 
According to Freeman, the minute he says “hello” to shoppers, many snap back with: “I’m just looking!” “I’m like, well, I’m just saying hello,” he says. “So many people will automatically assume that every salesperson is aggressive.” But often that overly attentive salesperson is really just trying to help. According to Robert, a store manager in Joplin, Missouri, “Not everyone works on commission. For the most part, stores in the mall are staffed by hourly-paid salespeople who just love the idea of helping you out and making you feel good.” And as Heather, a retail associate from Joplin, Missouri puts it: “If you want to be left alone, shop online.”

5. Want to make a return? Play by the rules! 
“People should take note of the store’s return policy, which is usually in plain sight or on the back of their receipt,” says Brooke. “It’s frustrating dealing with people who try to return things without a receipt and throw a fit when they find out their item has gone on sale and they won’t receive a full refund.” Freeman hates it when shoppers lie about their returned goods. Having worked at Nordstrom, which is known for its lax return policy, he says people would attempt to return items that they’d clearly been using for years—all without receipts. Don’t take advantage of a store just because it has great customer service. (But if you did happen to lose your receipt, consider making your return the week after Christmas. According to Freeman, many stores plan for a high volume of exchanges then, so they tend to be more lenient with their policies.)

6. If you’re looking for good service, come to the store instead of calling. 
“The customer standing in front of you is always going to take priority over the one on the phone, so if your matter is urgent, come to the store to get better service,” says Elizabeth, a former retail associate from Los Angeles. Marissa, a retail associate from San Diego, gets particularly annoyed when customers call and try to shop over the phone. “If you’re looking for that many things, just come in!” she says.

7. Head to the back of each department for the best deals. 
Sale items are rarely stocked near the entrance of a store, because they want you looking at the full-priced items first. “At the back of each department you’ll find the clearance rack or a sale table,” says Freeman. “Look there first and work your way into the regular-priced merchandise. During sales, many items on clearance racks will also be additionally discounted.”

8. Save your cell phone calls for another time. 
Just because you consider waiting in line to be a great time to catch up with your best friend, remember that you could be slowing down the rest of the line as well as getting on the nerves of everyone around you. “Especially during holiday season, store lines are long and customers tend to get impatient,” says Olivia, a former retail associate from New York City. “If you’re on your cell phone you’ll be distracted, which adds to the problem and holds up the line.”

9. You might be able to score coupons, but don’t count on random discounts. 
Store employees sometimes have access to special discount codes or coupons they might bestow upon kind customers, but don’t count on them to change the prices of items at will. For most stores, sales are a company-wide decision, not a personal favor. “This business exists to make a profit,” says Jordan, a retail associate from Little Rock, Arkansas. “Don’t try to bargain with me—try a flea market instead.”

10. We aren’t babysitters. 
Letting your kids run rampant around the store while you shop will only vex the salespeople—they aren’t paid to care for your child while you shop. “Teach your children how to act in public. Our job is to help you look good, not clean up after you,” says Sonny, a retail associate from St. Louis. Brynn, a former retail associate from New York City, adds, “The dressing room is not for stroller storage, nor is it a childcare center.”

 

Sourced from womansday.com